Background
Walton, Richard Eugene was born on April 15, 1931 in Pulaski, Iowa, United States. Son of Lee Richard and Florence (King) Walton.
(Strategic Negotiations makes a significant contribution t...)
Strategic Negotiations makes a significant contribution to the literature on strategic choice (the explicit structuring by management and labor of business and bargaining strategies that use the economic and political environment as a framework to create bargaining power). The authors intentionally build upon previous work in A Behavioral Theory of Labor Negotiations, but this book also is a successful application of the three-tiered collective bargaining theory first developed in The Transformation of American Industrial Relations. Although scholars have identified strategic initiatives in the collective bargaining relationship, recent research has continued to emphasize economic explanations. This book provides an alternative framework of analysis. . . . Strategic Negotiations provides abundant evidence, both theoretical and empirical, that the traditional concerns of industrial relations researchers are still relevant.―Industrial and Labor Relations Review
http://www.amazon.com/gp/product/0801486971/?tag=2022091-20
(The authors identify and analyze the strategies for chang...)
The authors identify and analyze the strategies for change and techniques most often used in today's labor negotiations. Nearly gone, they say, is the traditional "arms length" approach used by negotiators in the past. Instead, modern collective bargaining is characterized mainly by divergent strategies the authors characterize as either "forcing" (highly contentious) or "fostering" (highly cooperative). A dozen detailed case studies from a variety of industries are presented that show when, why and how these strategies are used, by whom, and to what result.
http://www.amazon.com/gp/product/0880991550/?tag=2022091-20
(Examples from shipping, steel, auto, computer, and other ...)
Examples from shipping, steel, auto, computer, and other industries show how organizationsplants, companies, national industries, or entire countriesdevelop the capacity to compete successfully. Compares innovative change in eight countries to uncover factors affecting the capacity for innovation.
http://www.amazon.com/gp/product/1555420567/?tag=2022091-20
( The time has come for American managers to rethink the...)
The time has come for American managers to rethink the traditional relationship between management and workers. The personnel practices of the past are an obstacle today, blocking the higher productivity and quality levels your firm will need to succeed in the competitive environment of the 1980s and beyond. While U.S. corporations have become increasingly sophisticated at managing their financial and capital resources, one critical resource has been seriously underutilized in the American firm -- though not by its Japanese competitors. This book introduces a new way of thinking about, and managing, your firm's greatest untapped potential: the human resources that can make or break any firm's best-laid plans. Managing Human Assets is not a book about "personnel management"; traditional personnel practice has involved a disjointed set of functions and techniques that have not optimized motivation, commitment, competence, and receptivity to change, the social capital of the firm. Instead, here is a pioneering guide for all general managers, operations managers, and personnel executives that treats the management of human resources as a key part of the firm's long-term competitive strategy. Drawing on the extraordinary new program developed at the Harvard Business School, this book presents an innovative strategic model of human resource management, or HRM. And it demonstrates how this new way of thinking is being implemented at several major American and Japanese corporations, with relatively low financial investment and high productivity pay-off. Managing Human Assets shows you: -- How to diagnose the human resource policies of your firm and their immediate and longterm consequences; and how to change them. -- How to integrate personnel policies into the firm's overall competitive strategy. -- How to create mechanisms for employee influence and participation; how to assess the potential for union-management collaboration. -- How to manage human resource flows in, through, and out of the organization with policies that treat employees as a potential life long asset. -- How to design and manage reward systems that complement other HRM changes. The authors show that using money (particularly pay-for-individual-performance schemes) as the leading policy for motivating employees can actually hurt an organization's HRM efforts. -- How to design practical, effective work systems to dramatically improve employee commitment and competence. Recognizing that human resources will have to be managed quite differently in the future, a team of Harvard Business School faculty spent two years developing a new required course in HRM. Their diverse backgrounds in organizational behavior, personnel administration, labor relations, and other fields led to a new synthesis of ideas, a pathbreaking strategic perspective for managing human assets. What the managers of tomorrow are learning at Harvard has been captured in this exceedingly practical book, a professional guide for the manager of today. With Managing Human Assets, you can realize the vast potential for productivity that lies in one of the American firm's last underutilized resources -- the motivated American worker.
http://www.amazon.com/gp/product/0029023904/?tag=2022091-20
(This book presents a framework for diagnosing recurring c...)
This book presents a framework for diagnosing recurring conflicts and suggests several basic options for controlling or resolving them. Included are concepts and methods that are applicable to various types of conflict, both interpersonal and intersystem.
http://www.amazon.com/gp/product/0201088592/?tag=2022091-20
Walton, Richard Eugene was born on April 15, 1931 in Pulaski, Iowa, United States. Son of Lee Richard and Florence (King) Walton.
Bachelor of Science, Purdue University, 1953. Master of Science, Purdue University, 1954. Postgraduate, Victoria University, New Zealand, 1953.
Doctor of Business Administration, Harvard, 1959.
Faculty, Harvard Business School, since 1968; Edsel Bryant Ford professor business, Harvard Business School, 1970-1976; director research division, Harvard Business School, 1970-1976; now Wallace Brett Donham professor business, Harvard Business School. Consultant various industrial firms, government agys. including Department State. Board directors Champion International Corporation.
(Strategic Negotiations makes a significant contribution t...)
(Examples from shipping, steel, auto, computer, and other ...)
(This book presents a framework for diagnosing recurring c...)
(The authors identify and analyze the strategies for chang...)
( The time has come for American managers to rethink the...)
(Labor negotiations)
Served with Army of the United States, 1954-1956.
Married Sharon Claire Doty, April 13, 1952. Children— John, Elizabeth, Margaret, Andrew.