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Administraci�n de Recursos Humanos
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Table of Contents

Parte I: ADMINISTRACI�N DE RECURSOS HUMANOS EN PERSPECTIVA.
1. El Desaf�o de la administraci�n de recursos humanos.
2. Estrategia y planeaci�n de recursos humanos.
Parte II: CUMPLIMIENTO DE LAS OBLIGACIONES DE RECURSOS HUMANOS.
3. Igualdad en el empleo y la administraci�n de recursos humanos.
4. An�lisis del empleo y dise�o del trabajo.
Parte III: DESARROLLO DE LA EFICACIA DE RECURSOS HUMANOS.
5. La ampliaci�n la reserva de talento: reclutamiento y empleo.
6. Selecci�n de empleados.
7. Capacitaci�n y desarrollo.
8. Administraci�n del desempe�o y el proceso de evaluaci�n del empleado.
Parte IV: IMPLEMENTACI�N DE LA COMPENSACI�N Y LA SEGURIDAD.
9. Administraci�n de la compensaci�n.
10. El pago por desempe�o: Las recompensas e incentivos.
11. Prestaciones para los empleados.
12. Promoci�n de la seguridad y la higiene.
Parte V: MEJORA DE LAS RELACIONES EMPLEADOR-EMPLEADO.
13. Derechos de los empleados y disciplina.
14. La din�mica de las relaciones laborales.
Parte VI: AMPLIACI�N DEL HORIZONTE DE LA ADMINISTRACI�N DE RECURSOS HUMANOS.
15. Administraci�n de recursos humanos internacional.
16. Creaci�n de sistemas de trabajo de alto rendimiento.
Casos.

About the Author

George Bohlander is Professor Emeritus of Management at Arizona State University, where he taught human resources and labor relations classes. He received six outstanding teaching awards, including the Outstanding Undergraduate Teaching Excellence Award presented by the College of Business, and the ASU Parents Association Teaching Award given annually by the university.
Dr. Bohlander has published more than 50 articles and monographs in professional and practitioner journals, such as National Productivity Review, HR Magazine, Employee Relations Law Journal, The Journal of Collective Bargaining in the Public Sector, and Labor Law Journal. He is also a consultant to public and private organizations and an active labor arbitrator.
He received his M.B.A. from the University of Southern California and his Ph.D. from the University of California at Los Angeles. Dr. Scott Snell is the Frank Sands, Sr. Chair in Business Administration and former senior associate dean for executive education at the University of Virginia�s Darden Graduate School of Business. Dr. Snell teaches courses in strategic and HR management and works internationally with senior executives to help their companies align strategy, organizational capability and investments in talent. His research has been published in a number of top journals. In addition to this text, he has written STRATEGIC EXECUTION: DRIVING BREAKTHROUGH PERFORMANCE IN BUSINESS and MANAGEMENT: LEADING AND COLLABORATING IN A COMPETITIVE WORLD. Dr. Snell currently serves on the board of directors for the Society for Human Resource Management (SHRM). He has also served on the boards of the Strategic Management Society�s Human Capital Group, HRPS, the SHRM Foundation, the Academy of Management�s HR Division, the Academy of Management Journal and the Academy of Management Review. Prior to joining the Darden faculty, Dr. Snell was professor and director of executive education at Cornell University�s Center for Advanced Human Resource Studies and a professor of management in the Smeal College of Business at Pennsylvania State University. Dr. Snell received his B.A. from Miami University and his M.B.A. and Ph.D. in business from Michigan State University.

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