Human Resource Management Theory and Practice

Author: Yan Aimin
Publisher:
Publish Date: 2004-03-01
Features: This book is divided into three parts: Basic Theory, Micro Applications, and Market Competition, with a total of fourteen chapters. In the Basic Theory part, Chapter 1 introduces modern labor economics and human capital theory, laying down the fundamental theoretical framework for the entire book. Chapter 2 elaborates on the foundational supporting role of culture in human resource management, discussing the impact of Chinese cultural traditions and economic model characteristics on the current state and development of human resource management in China, which is one of the innovative contributions of the book. Chapter 3 is primarily based on the author's practical experience in designing human resource management solutions, highlighting the inseparable relationship between organizations and human resources. Chapter 4 explores the human resource ecosystem, a newly researched field by the author, where the research system, designed indicator elements, and system operation and control models are all publicly presented for the first time. The author aims to attract more attention and participation in this field to inspire further research. The Micro Applications part consists of six chapters, covering topics such as job analysis, recruitment and mobility management, compensation, training, and motivation. These are the core practical components of enterprise human resource management, with a focus on operationality and practicality during writing. The Market Competition part primarily discusses the competitive aspects of human resources from an enterprise perspective, including the human resource market, the executive manager market, human resource strategy and planning, labor relations, and supervision. "Professor Y's Problem-Solving" is an innovative attempt in this book, where the author's insights from years of practical experience in human resource management are put into writing, hoping to provide enlightenment to readers. At the same time, it serves to summarize the key points of each chapter and outline the main content. The "Review and Reflection Questions" at the end of each chapter are provided for classroom discussions and teaching reference. The three cases included at the end are comprehensive and typical cases written by the author based on project research reports, facilitating readers in integrating theory and practice. The book is divided into three parts, with main content including culture and human resource management, organization and human resource management, human resource ecosystem, job analysis, recruitment and mobility management, performance appraisal, human resource market, executive manager market, labor relations, and supervision.