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Personnel economics in practice (Record no. 2517)

MARC details
000 -LEADER
fixed length control field	08228nam a22002417a 4500
005 - DATE AND TIME OF LATEST TRANSACTION
control field	20220712144923.0
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field	220712b \|\|\|\|\| \|\|\|\| 00\| 0 eng d
020 ## - INTERNATIONAL STANDARD BOOK NUMBER
International Standard Book Number	9781119427360
082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER
Classification number	658.3
Item number	LAZ
100 ## - MAIN ENTRY--PERSONAL NAME
Personal name	Lazear, Edward P.
245 ## - TITLE STATEMENT
Title	Personnel economics in practice
250 ## - EDITION STATEMENT
Edition statement	3rd
260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT)
Name of publisher, distributor, etc.	John Wiley & Sons, Inc.
Place of publication, distribution, etc.	New Jersey
Date of publication, distribution, etc.	2017
300 ## - PHYSICAL DESCRIPTION
Extent	xvi, 400 p.
365 ## - TRADE PRICE
Price type code	USD
Price amount	54.00
520 ## - SUMMARY, ETC.
Summary, etc.	TABLE OF CONTENTS<br/>ABOUT THE AUTHORS<br/><br/>PREFACE<br/><br/>ACKNOWLEDGMENTS<br/><br/>PART ONE SORTING AND INVESTING IN EMPLOYEES<br/><br/>CHAPTER 1 SETTING HIRING STANDARDS<br/><br/>An Example: Hiring Risky Workers<br/><br/>New Hires as Options<br/><br/>Analysis<br/><br/>A Counterargument<br/><br/>Setting Hiring Standards<br/><br/>Balancing Benefits Against Costs<br/><br/>Foreign Competition<br/><br/>The Method of Production<br/><br/>How Many Workers to Hire?<br/><br/>Other Factors<br/><br/>Making Decisions with Imperfect Information<br/><br/>Make a Decision Independent of Analysis<br/><br/>Estimate the Relevant Information<br/><br/>Experiment<br/><br/>Summary<br/><br/>Study Questions<br/><br/>References<br/><br/>Further Reading<br/><br/>Appendix (available online)<br/><br/>CHAPTER 2 RECRUITMENT<br/><br/>Introduction<br/><br/>Screening Job Applicants<br/><br/>Credentials<br/><br/>Learning a Worker’s Productivity<br/><br/>Is Screening Profitable? For Whom?<br/><br/>Probation<br/><br/>Signaling<br/><br/>Who Pays, and Who Benefits?<br/><br/>Examples<br/><br/>Signaling More Formally: Separating and Pooling Equilibria<br/><br/>Which Type of Firm is More Likely to use Signaling?<br/><br/>Summary<br/><br/>Study Questions<br/><br/>References<br/><br/>Further Reading<br/><br/>Appendix (available online)<br/><br/>CHAPTER 3 INVESTMENT IN SKILLS<br/><br/>Introduction<br/><br/>Matching<br/><br/>Investments in Education<br/><br/>Effects of Costs and Benefits<br/><br/>Was Benjamin Franklin Correct?<br/><br/>Investments in On the Job Training<br/><br/>General vs. Firm-Specific Human Capital<br/><br/>Who Should Pay for Training?<br/><br/>Implications of On the Job Training<br/><br/>Rent Sharing and Compensation<br/><br/>Implicit Contracting<br/><br/>Summary<br/><br/>Study Questions<br/><br/>References<br/><br/>Further Reading<br/><br/>Appendix (available online)<br/><br/>CHAPTER 4 MANAGING TURNOVER<br/><br/>Introduction<br/><br/>Is Turnover Good or Bad?<br/><br/>Importance of Sorting<br/><br/>Technical Change<br/><br/>Organizational Change<br/><br/>Hierarchical Structure<br/><br/>Specific Human Capital<br/><br/>Retention Strategies<br/><br/>Reducing Costs of Losing Key Employees<br/><br/>Embracing Turnover<br/><br/>Bidding for Employees<br/><br/>Raiding Other Firms: Benefits and Pitfalls<br/><br/>Offer Matching<br/><br/>Layoffs and Buyouts<br/><br/>Who to Target for Layoffs<br/><br/>Buyouts<br/><br/>Summary<br/><br/>Study Questions<br/><br/>References<br/><br/>Further Reading<br/><br/>Appendix (available online)<br/><br/>PART TWO ORGANIZATIONAL AND JOB DESIGN<br/><br/>CHAPTER 5 DECISION MAKING<br/><br/>Introduction<br/><br/>The Organization of an Economy<br/><br/>Markets as Information Systems<br/><br/>Markets as Incentive Systems<br/><br/>Markets and Innovation<br/><br/>Benefits of Central Planning<br/><br/>The Market as Metaphor for Organizational Design<br/><br/>Benefits of Centralization<br/><br/>Economies of Scale or Public Goods<br/><br/>Better Use of Central Knowledge<br/><br/>Coordination<br/><br/>Benefits of Decentralization<br/><br/>Specific vs. General Knowledge<br/><br/>Other Benefits of Decentralization<br/><br/>Authority and Responsibility<br/><br/>Decision Making as a Multistage Process<br/><br/>Flat vs. Hierarchical Structures<br/><br/>Investing in Better Quality Decision Making<br/><br/>Summary<br/><br/>Study Questions<br/><br/>References<br/><br/>Further Reading<br/><br/>Appendix (available online)<br/><br/>CHAPTER 6 ORGANIZATIONAL STRUCTURE<br/><br/>Introduction<br/><br/>Types of Organizational Structures<br/><br/>Hierarchy<br/><br/>Functional Structure<br/><br/>Divisional Structure<br/><br/>Matrix or Project Structure<br/><br/>Network Structure<br/><br/>Which Structure Should a Firm Use?<br/><br/>Coordination<br/><br/>Two Types of Coordination Problems<br/><br/>Coordination Mechanisms<br/><br/>Implementation<br/><br/>Span of Control and Number of Levels in a Hierarchy<br/><br/>Skills, Pay, and Structure<br/><br/>Evolution of a Firm’s Structure<br/><br/>Summary<br/><br/>Study Questions<br/><br/>References<br/><br/>Further Reading<br/><br/>CHAPTER 7 JOB DESIGN<br/><br/>Introduction<br/><br/>Patterns of Job Design<br/><br/>Optimal Job Design: Skills, Tasks, and Decisions<br/><br/>Multiskilling and Multitasking<br/><br/>Decisions<br/><br/>Complementarity and Job Design<br/><br/>When to Use Different Job Designs<br/><br/>Taylorism<br/><br/>Factors Pushing Toward Taylorism or Continuous Improvement<br/><br/>Intrinsic Motivation<br/><br/>Summary<br/><br/>Study Questions<br/><br/>References<br/><br/>Further Reading<br/><br/>Appendix (available online)<br/><br/>CHAPTER 8 ADVANCED JOB DESIGN<br/><br/>Introduction<br/><br/>Teams<br/><br/>Group Decision Making<br/><br/>Free Rider Effects<br/><br/>When to Use Teams<br/><br/>Other Benefits of Team Production<br/><br/>Implementation of Teams<br/><br/>Team Composition<br/><br/>Worker-Owned Firms<br/><br/>Effects of Information Technology<br/><br/>Effects on Organizational Structure<br/><br/>Effects on Job Design<br/><br/>High Reliability Organizations<br/><br/>Summary<br/><br/>Study Questions<br/><br/>References<br/><br/>Further Reading<br/><br/>Appendix (available online)<br/><br/>PART THREE PAYING FOR PERFORMANCE<br/><br/>CHAPTER 9 PERFORMANCE EVALUATION<br/><br/>Introduction<br/><br/>Purposes of Performance Evaluation<br/><br/>Ways to Evaluate Performance<br/><br/>Quantitative Performance Measurement<br/><br/>Risk Profile<br/><br/>Risk vs. Distortion: Performance Measure Scope<br/><br/>Match of the Performance Measure to Job Design<br/><br/>Manipulation<br/><br/>Subjective Evaluation<br/><br/>Why Use Subjective Evaluations?<br/><br/>The Benefits of Subjective Evaluations<br/><br/>Practical Considerations<br/><br/>Summary<br/><br/>Study Questions<br/><br/>References<br/><br/>Further Reading<br/><br/>CHAPTER 10 REWARDING PERFORMANCE<br/><br/>Introduction<br/><br/>How Strong Should Incentives Be?<br/><br/>Intuition<br/><br/>Imperfect Evaluations and Optimal Incentives<br/><br/>Summary: How Strong Should Incentives Be?<br/><br/>Paying for Performance: Common Examples<br/><br/>Rewards or Penalties?<br/><br/>Lump Sums, Demotions, or Promotions<br/><br/>Caps on Rewards<br/><br/>Applications<br/><br/>Profit Sharing and ESOPs<br/><br/>Organizational Form and Contracting<br/><br/>Motivating Creativity<br/><br/>Summary<br/><br/>Study Questions<br/><br/>References<br/><br/>Further Reading<br/><br/>Appendix (available online)<br/><br/>CHAPTER 11 CAREER-BASED INCENTIVES<br/><br/>Introduction<br/><br/>Promotions and Incentives<br/><br/>Should Promotions be Used as an Incentive System?<br/><br/>Promotion Rule: Tournament or Standard?<br/><br/>How Do Promotions Generate Incentives?<br/><br/>Advanced Issues<br/><br/>Turnover<br/><br/>Evidence<br/><br/>Career Concerns<br/><br/>Seniority Pay and Incentives<br/><br/>Practical Considerations<br/><br/>Summary<br/><br/>Study Questions<br/><br/>References<br/><br/>Further Reading<br/><br/>Appendix (available online) <br/><br/>CHAPTER 12 OPTIONS AND EXECUTIVE PAY<br/><br/>Introduction<br/><br/>Employee Stock Options<br/><br/>Stock Options–A Brief Overview<br/><br/>Should Firms Grant Employees Options?<br/><br/>Options as Incentive Pay<br/><br/>Executive Pay<br/><br/>What is the Most Important Question?<br/><br/>Executive Pay for Performance<br/><br/>Other Incentives & Controls<br/><br/>Do Executive Incentives Matter?<br/><br/>Summary<br/><br/>Employee Stock Options<br/><br/>Executive Pay<br/><br/>Study Questions<br/><br/>References<br/><br/>Further Reading<br/><br/>Appendix (available online)<br/><br/>PART FOUR APPLICATIONS<br/><br/>CHAPTER 13 BENEFITS<br/><br/>Introduction<br/><br/>Wages vs. Benefits<br/><br/>Why Offer Benefits?<br/><br/>Cost Advantage<br/><br/>Value Advantage<br/><br/>Government Mandate<br/><br/>Implementation of Benefits<br/><br/>Improving Employee Sorting<br/><br/>Cafeteria Plans<br/><br/>Pensions<br/><br/>Paid Time Off<br/><br/>Summary<br/><br/>Study Questions<br/><br/>References<br/><br/>Further Reading<br/><br/>CHAPTER 14 ENTREPRENEURSHIP AND INTRAPRENEURSHIP<br/><br/>Introduction<br/><br/>Entrepreneurship<br/><br/>The Choice to become an Entrepreneur<br/><br/>Intrapreneurship<br/><br/>Internal Markets<br/><br/>Creativity vs. Control<br/><br/>Speed of Decision Making<br/><br/>Reducing Bureaucracy<br/><br/>Continuous Improvement<br/><br/>Summary<br/><br/>Study Questions<br/><br/>References<br/><br/>Further Reading<br/><br/>Appendix (available online)<br/><br/>CHAPTER 15 THE EMPLOYMENT RELATIONSHIP<br/><br/>Introduction<br/><br/>Employment as an Economic Transaction<br/><br/>Perfect Competition<br/><br/>Imperfect Competition<br/><br/>Complex Contracting<br/><br/>Summary<br/><br/>Communication between Management and Workers<br/><br/>Communication from Management to Workers<br/><br/>Communication from Workers to Management<br/><br/>The Decision to Empower Workers<br/><br/>Improving Cooperation<br/><br/>From the Prisoner’s Dilemma to Employment<br/><br/>Reputation and the Employment Relationship<br/><br/>Investing in Reputation<br/><br/>Summary<br/><br/>Personnel Economics in Practice<br/><br/>Study Questions<br/><br/>References<br/><br/>Further Reading<br/><br/>Appendix (available online)<br/><br/>GLOSSARY<br/><br/>INDEX
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name as entry element	Managerial economics
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name as entry element	Personnel management
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name as entry element	Human capital
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name as entry element	Labor economics
700 ## - ADDED ENTRY--PERSONAL NAME
Personal name	Gibbs, Michael
942 ## - ADDED ENTRY ELEMENTS (KOHA)
Source of classification or shelving scheme	Dewey Decimal Classification
Koha item type	Book

Holdings
Withdrawn status	Lost status	Source of classification or shelving scheme	Damaged status	Not for loan	Collection code	Bill No	Bill Date	Home library	Current library	Shelving location	Date acquired	Source of acquisition	Cost, normal purchase price	Total Checkouts	Full call number	Accession Number	Date last seen	Copy number	Cost, replacement price	Price effective from	Koha item type
		Dewey Decimal Classification			Public Policy & General Management	162/22-23	27-06-2022	Indian Institute of Management LRC	Indian Institute of Management LRC	General Stacks	07/12/2022	T V Enterprises	2840.40		658.3 LAZ	002748	07/12/2022	1	4320.00	07/12/2022	Book