人力資源管理（簡體書）

熊蘋，湖南商學院教授，英國格林威治大學訪問學者，湖南師范大學和中南林業科技大學碩士生導師，中國科學院人才中心客座教授，湖南省人力資源和社會保障廳、湖南省財政廳特聘教授，“湖湘大講堂”主講嘉賓。曾任上市公司人力資源部部長、湖南省人力資源和社會保障廳人才市場高級獵頭和培訓部部長，湖南競網科技有限公司高級人力資源總監，世界300強Harris公司人力資源顧問，多次赴英國、法國、意大利等國學習考察。近年來，在國內外重要學術期刊公開發表學術論文60余篇，出版專著、教材5部，主持或參與國家級、省部級課題8項，主持和參與科研項目10項，獲部級二等獎1項和省級二等獎1項。何其為，2010年7月于英國布拉福德大學(Unf versity of B radford)商務經濟學專業本科(BSc Busi Ress Economics)畢業；2012年1月于英國艾克賽特大學(Uni v6rsity of Exeter)貨幣銀行學專業碩士(MSc Money and Banking)畢業。

熊蘋、何其為編著的《人力資源管理》內容介紹：HRM has gradually been developed from a function within theorganisation concerned with the recruitment and the nagement ofemployees, simultaneously dealing with industrial relations represenring management, towards a more strategic actor, involved with organisational change and strategic decision making. Especially in theUS HRM is encouraged in its strategic role implying some employ-ees could become more privileged than others, depending on theircontribution towards the realisation of profits. In other countriesHRM is still more being viewed as inclusive as HRM is more responsible to take into account various interests of stakeholders andtakes a more pluralistic approach.

Chapter One The History of Human Resource Management
1.1 The Concept of Human Resource Management
1.2 Traditional Personnel Management
1.3 Modern Human Resource Management and Major Difference with Traditional Personnel Management
1.4 Developing Human Resource Management Strategy
1.5 Research Progresses of Foreign Relevant Human Resource Management
Chapter Two Strategic Human Resource Management
2.1 The Concept of Strategic Human Resource Management
2.2 Strategic Process
2.3 In Recommendation of the Models of SHRM
Chapter Three Strategic Human Resource Planning
3.1 An Overview of Strategic Human Resource Planning(HRP)
3.2 Strategic Human Resource Planning
3.3 Guidance to Managers
Chapter Four Job Analysis and Job Design
4.1 An Overview of Job Analysis
4.2 The Definition of Job Description
4.3 The Definition of Job Specification
4.4 The Job Description vs the Job Specification
4.5 Job Responsibilities
4.6 Job Evaluation
Chapter Five Strategic Recruiting
5.1 The Definition of Strategic Recruiting
5.2 The Difference between Recruiting and Strategic Recruiting
5.3 The Strategic Factors Affecting Recruitment
5.4 The Characteristics of Strategic Recruiting
5.5 The Principles of Strategic Recruiting
5.6 The Implementation of Strategic Recruiting
5.7 Recruiting Evaluation
5.8 Strategic Placement
Chapter Six Strategic Training
6.1 The Definition of Strategic Training
6.2 Domestic Situation
6.3 The Career and the Career Planning
6.4 Career Planning Processes
Chapter Seven Performance Management
7.1 Performance Management and Strategic Planning
7.2 The Processes of Linking Performance Management to the Strategic Plan
7.3 Performance Management Approaches
7.4 Gathering of the Performance Information
7.5 Implementing a Performance Management System
7.6 The Performance Feedback
Chapter Eight Compensation Management
8.1 An Overview of Compensation Management
8.2 The Types of Economic Compensation
8.3 The Content of Compensation Management
8.4 The Status and Role of Compensation Management
8.5 Other Aspects of the Relationship between the Compensation Management and the Human Resource Management
8.6 Designing and Administering Benefits
8.7 Voluntary Benefits
8.8 Financial and ther Benefits
References