Steve Werner – författare

This unique text covers the key issues in North American human resources today. Providing an overview of new and emerging issues in North American Human Resource Management (HRM), the chapters are divided into three parts. The first part examines how changes in the business environment have affected HRM; the second part looks at topics that have escalated in importance over the last few years; and the third analyzes topics that have recently emerged as concerns.Each chapter is authored by a leading figure in the field and features case vignettes to provide practical illustrations of the points in hand. The chapters also conclude with guidelines to help HR professionals deal with the issues raised. A Companion Website featuring online lecturer and student resources is available for this text and can be visited at www.routledge.com/textbooks/0415396867.Managing Human Resources in North America is a core text for current issues in HRM courses in North America and a supplementary text for students studying international HRM in other countries. It will be invaluable reading for all those studying HRM in North America or currently working in the field.

This unique text covers the key issues in North American human resources today. Providing an overview of new and emerging issues in North American Human Resource Management (HRM), the chapters are divided into three parts. The first part examines how changes in the business environment have affected HRM; the second part looks at topics that have escalated in importance over the last few years; and the third analyzes topics that have recently emerged as concerns.Each chapter is authored by a leading figure in the field and features case vignettes to provide practical illustrations of the points in hand. The chapters also conclude with guidelines to help HR professionals deal with the issues raised. A Companion Website featuring online lecturer and student resources is available for this text and can be visited at www.routledge.com/textbooks/0415396867.Managing Human Resources in North America is a core text for current issues in HRM courses in North America and a supplementary text for students studying international HRM in other countries. It will be invaluable reading for all those studying HRM in North America or currently working in the field.

Compensation is a systematic approach to providing monetary value and other benefits to employees in exchange for their work and service. But pay and conditions becomes a more complicated issue for multinational companies which operate across different locations and cultures, and who employ an increasingly diverse range of personnel.This unique new text gives in-depth analysis of the key themes and emerging topics faced by global enterprises when dealing with compensation issues. The first section, ‘Foundation Concepts’, looks at the design of compensation packages for a number of different employee groups; from supply chain management to research and development, as well as ethical considerations when dealing with a global context, and the concept of performance related pay. The second section, ‘Global Applications’, looks at current debates in the field, including the influence of national cultures on compensation schemes, discrepancies in CEO pay, and contrasts in wages between industry types.Part of Routledge’s Global HRM, this is is an invaluable text for any student of HRM, Business and Management, or any practitioner working in this area.

Many factors set oil and gas apart from other industries and make unique demands on its human resource management, including its global nature, the importance of safety, the involvement of governments, proactive stakeholders, a multifaceted workforce, and project focus. Managing Human Resources in the Oil & Gas Industry provides an in-depth look at human resource management for all aspects of the oil and gas sector. The authors provide a full picture of human resource management and its role in staffing, training, performance management, compensation, and labor.This book is relevant to all human resource management department employees and all managers in the oil and gas industry and is suitable for workshops, seminars, and courses in human resource management in the oil and gas industry.

Although Strategic Human Resource Management (SHRM) has advanced considerably since the late 1980s, scholarly focus has tended to cluster around talent management, performance, and compensation. Yet employee benefits—despite accounting for nearly a third of total labor costs—have remained surprisingly peripheral in strategic conversations.A New Perspective on Employee Benefits addresses this long standing gap. Drawing on foundational SHRM and compensation strategy research, this book brings together emerging scholarship that reframes employee benefits as a powerful, underutilized driver of organizational effectiveness. Across its chapters, contributors explore new theoretical perspectives, present empirical insights, and examine practical implications that position benefits as a central component of strategic HR decision making.This collection offers essential reading for scholars, doctoral students, and HR practitioners seeking to deepen their understanding of how benefits can be leveraged to create sustainable competitive advantage. Rather than viewing benefits as static or purely administrative costs, the book invites readers to reconsider their strategic potential within the broader HRM landscape.

Although Strategic Human Resource Management (SHRM) has advanced considerably since the late 1980s, scholarly focus has tended to cluster around talent management, performance, and compensation. Yet employee benefits—despite accounting for nearly a third of total labor costs—have remained surprisingly peripheral in strategic conversations.A New Perspective on Employee Benefits addresses this long standing gap. Drawing on foundational SHRM and compensation strategy research, this book brings together emerging scholarship that reframes employee benefits as a powerful, underutilized driver of organizational effectiveness. Across its chapters, contributors explore new theoretical perspectives, present empirical insights, and examine practical implications that position benefits as a central component of strategic HR decision making.This collection offers essential reading for scholars, doctoral students, and HR practitioners seeking to deepen their understanding of how benefits can be leveraged to create sustainable competitive advantage. Rather than viewing benefits as static or purely administrative costs, the book invites readers to reconsider their strategic potential within the broader HRM landscape.