Bruce Kaufman provides a detailed exploration of the historical development of the field of industrial relations. He identifies two distinct schools of thought evident since the field's origins in the 1920s, one centered in the study of personnel management and the other in the study of institutional labor economics. The two schools advocate contrasting approaches to the resolution of labor problems. Kaufman traces their development from a golden age in the 1950s through a period of gradual decline that accelerated in the 1980s. He contends that, in the process, the field narrowed from a broad-based consideration of the employment relationship to a more limited focus on collective bargaining.
This collection examines the evolution of the philosophy and practice of human resource management (HRM) and industrial relations (IR) over the twentieth century. By combining history, contemporary practice, and future trends, these well-known experts present both scholarly and practitioner perspectives. Drawing on in-depth interviews and surveys with HRM executives at leading corporations, the contributors explore key trends and issues facing global companies in such areas as equal opportunity, compensation practices, and expatriation programs. The book also takes an in-depth look at one particular player in the story - Industrial Relations Counselors, Inc., the first non-profit research and consulting organization dedicated to improved HRM/IR practices - which was founded by John D. Rockefeller in 1926, and has played a central role in the development of key labor legislation including the Social Security Act.
Examines the history, contemporary practice, and policy issues of non-union employee representation in the USA and Canada. The text encompasses many organizational devices that are organized for the purposes of representing employees on a range of production, quality, and employment issues.
A study of the long-term decline of the labour movement in America, exploring the outlook for labour and unions in the 21st century. There are insights from contributors from a range of backgrounds - academic and non-academic, domestic and foreign, pro- and anti-union.
Human resource departments are key components in the people management system of nearly every medium-to-large organization in the industrial world. They provide a wide range of essential services relating to employees, including recruitment, compensation, benefits, training, and labor relations. A century ago, however, before the concept of human resource management had been invented, the supervision and care of employees at even the largest companies were conducted without written policies or formal planning, and often in harsh, arbitrary, and counterproductive ways. How did companies such as United States Steel manage a workforce of 160,000 employees at dozens of plants without a specialized personnel or industrial relations department? What led some of these organizations to introduce human resources practices at the end of the nineteenth century? How were the earliest personnel departments structured and what were their responsibilities? And how did the theory and implementation of human resources management evolve, both within industry and as an academic field of research and teaching? In Managing the Human Factor, Bruce E. Kaufman chronicles the origins and early development of human resource management (HRM) in the United States from the 1870s, when the Labor Problem emerged as the nation's primary domestic policy concern, to 1933 and the start of the New Deal. Through new archival research, an extensive review and synthesis of the historical and contemporary literatures, and case studies illustrating best (and worst) practices during this period, Kaufman identifies the fourteen ideas, events, and movements that led to the creation of specialized HRM departments in the late 1910s, as well as their further growth and development into strategic business units in the welfare capitalism period of the 1920s. The research presented in this book not only uncovers many new aspects of the early development of personnel and industrial relations but also challenges central parts of the contemporary interpretation of the concept and evolution of HRM. Rich with insights on both the present and past of human resource management, Managing the Human Factor will be widely regarded as the definitive account of the early history of employee management in American companies and a must-read for all those interested in the indispensable function of managing people in organizations.
Early human resource management : context and history -- HRM at the beginning : the Chicago, Burlington, and Quincy Railroad -- Contrasting HRM strategies : Pullman and Baldwin -- HRM and alternative systems of workforce governance -- HRM in the industrial heartland I : the United States Steel Corporation -- HRM in the industrial heartland II : the Ford Motor Company -- Industrial Relations Counselors, Inc. -- The human resource model in a welfare capitalism firm : the Top-Grade Oil Company -- A high-road employer in a low-road industry : the Great Eastern Coal Company -- The middle ground of HRM in the 1920s : the United Steel and Coal Company -- Paternalism combined with decentralized and informal HRM : Mega-Watt Light and Power -- The "hired hand" model in a large manufacturing firm : New Era Radio -- HRM in the industrial heartland III : High-Beam Steel -- The case studies : insights and lessons learned.
Bruce Kaufman provides a detailed exploration of the historical development of the field of industrial relations. He identifies two distinct schools of thought evident since the field's origins in the 1920s, one centered in the study of personnel management and the other in the study of institutional labor economics. The two schools advocate contrasting approaches to the resolution of labor problems. Kaufman traces their development from a golden age in the 1950s through a period of gradual decline that accelerated in the 1980s. He contends that, in the process, the field narrowed from a broad-based consideration of the employment relationship to a more limited focus on collective bargaining.
Human resource departments are key components in the people management system of nearly every medium-to-large organization in the industrial world. They provide a wide range of essential services relating to employees, including recruitment, compensation, benefits, training, and labor relations. A century ago, however, before the concept of human resource management had been invented, the supervision and care of employees at even the largest companies were conducted without written policies or formal planning, and often in harsh, arbitrary, and counterproductive ways. How did companies such as United States Steel manage a workforce of 160,000 employees at dozens of plants without a specialized personnel or industrial relations department? What led some of these organizations to introduce human resources practices at the end of the nineteenth century? How were the earliest personnel departments structured and what were their responsibilities? And how did the theory and implementation of human resources management evolve, both within industry and as an academic field of research and teaching? In Managing the Human Factor, Bruce E. Kaufman chronicles the origins and early development of human resource management (HRM) in the United States from the 1870s, when the Labor Problem emerged as the nation's primary domestic policy concern, to 1933 and the start of the New Deal. Through new archival research, an extensive review and synthesis of the historical and contemporary literatures, and case studies illustrating best (and worst) practices during this period, Kaufman identifies the fourteen ideas, events, and movements that led to the creation of specialized HRM departments in the late 1910s, as well as their further growth and development into strategic business units in the welfare capitalism period of the 1920s. The research presented in this book not only uncovers many new aspects of the early development of personnel and industrial relations but also challenges central parts of the contemporary interpretation of the concept and evolution of HRM. Rich with insights on both the present and past of human resource management, Managing the Human Factor will be widely regarded as the definitive account of the early history of employee management in American companies and a must-read for all those interested in the indispensable function of managing people in organizations.
This volume takes readers on a tour of the foundations, structures, processes and products of the American political system; in doing so, it provides an analysis and critique of democracy as a political model.
Now in its 6th edition, Cummings Otolaryngology remains the world's most detailed and trusted source for superb guidance on all facets of head and neck surgery. Completely updated with the latest minimally invasive procedures, new clinical photographs, and line drawings, this latest edition equips you to implement all the newest discoveries, techniques, and technologies that are shaping patient outcomes. Be certain with expert, dependable, accurate answers for every stage of your career from the most comprehensive, multi-disciplinary text in the field! Consult this title on your favorite e-reader, conduct rapid searches, and adjust font sizes for optimal readability. Overcome virtually any clinical challenge with detailed, expert coverage of every area of head and neck surgery, authored by hundreds of leading luminaries in the field. Experience clinical scenarios with vivid clarity through a heavily illustrated, full-color format which includes approximately 3,200 images and over 40 high quality procedural videos. Get truly diverse perspectives and worldwide best practices from a multi-disciplinary team of contributors and editors comprised of the world’s leading experts. Glean all essential, up-to-date, need-to-know information. All chapters have been meticulously updated; several extensively revised with new images, references, and content. Stay at the forefront of your field with the most updated information on minimally-invasive surgical approaches to the entire skull base, vestibular implants and vestibular management involving intratympanic and physical therapy-based approaches, radiosurgical treatment of posterior fossa and skull base neoplasms, and intraoperative monitoring of cranial nerve and CNS function. Apply the latest treatment options in pediatric care with new chapters on pediatric sleep disorders, pediatric infectious disease, and evaluation and management of the infant airway. Find what you need faster through a streamlined format, reorganized chapters, and a color design that expedites reference. Manage many of the most common disorders with treatment options derived from their genetic basis. Assess real-world effectiveness and costs associated with emergent technologies and surgical approaches introduced to OHNS over the past 10 years. Incorporate recent findings about endoscopic, microscopic, laser, surgically-implantable, radiosurgical, neurophysiological monitoring, MR- and CT-imaging, and other timely topics that now define contemporary operative OHNS. Take it with you anywhere! With Expert Consult, you'll have access the full text, video clips, and more online, and as an eBook - at no additional cost!
Early human resource management : context and history -- HRM at the beginning : the Chicago, Burlington, and Quincy Railroad -- Contrasting HRM strategies : Pullman and Baldwin -- HRM and alternative systems of workforce governance -- HRM in the industrial heartland I : the United States Steel Corporation -- HRM in the industrial heartland II : the Ford Motor Company -- Industrial Relations Counselors, Inc. -- The human resource model in a welfare capitalism firm : the Top-Grade Oil Company -- A high-road employer in a low-road industry : the Great Eastern Coal Company -- The middle ground of HRM in the 1920s : the United Steel and Coal Company -- Paternalism combined with decentralized and informal HRM : Mega-Watt Light and Power -- The "hired hand" model in a large manufacturing firm : New Era Radio -- HRM in the industrial heartland III : High-Beam Steel -- The case studies : insights and lessons learned.
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