The essays included in this volume honor a truly gifted teacher and sociologist, John C. Pock. After a brief stint at the University of Illinois, Pock moved in 1955 to Reed College, a highly regarded but very small liberal arts institution (roughly 1,000 students) located in Portland, Oregon. Pock has spent the rest of his career (to date) there. During his forty-year tenure at Reed College, the sociology department usually had only two faculty members. Even so, during this period as many as 104 students graduated with majors in sociology and 69 established professional careers as sociologists. (A listing, which is assuredly incomplete, of Reed students during Pock's tenure who went on to professional careers in sociology is presented in an appendix to this volume.) Many of these sociologists have been extremely successful and influential within the discipline. Reed sociologists have taught or are teaching at the University of California at Berkeley, the University of Chicago, Columbia, Cornell, Duke, Michigan, Northwestern, Stanford, UCLA, Wisconsin, and other leading U.S. academic departments. Others have been employed as researchers in such prominent institutions within and outside the United States as RAND, the National Academy of Sciences, the National Opinion Research Center, the East-West Center, the U.S. Census Bureau and Bureau of Labor Statistics, the Sloan Foundation, and the Australian National University.

Human Resources are the most important resource that a firm commands and should be regarded as capital, a factor of production in which managers invest today in order to realize future profits. This book deals with the strategic implications of Human Resource Management as an important strategic asset and emphasizes its importance within the overall strategy of the firm. The book covers issues such as job design, evaluation, recruitment, training, career concern, and outsourcing and downsizing. The linkage between the various pieces of HRM policy are stressed and how the policies are related to management issues such as TQM, just-in-time manufacturing, and others. The book is aimed at the general manager, not the HRM practitioner and it stresses conceptual frameworks, not procedural methodology.

The essays included in this volume honor a truly gifted teacher and sociologist, John C. Pock. After a brief stint at the University of Illinois, Pock moved in 1955 to Reed College, a highly regarded but very small liberal arts institution (roughly 1,000 students) located in Portland, Oregon. Pock has spent the rest of his career (to date) there. During his forty-year tenure at Reed College, the sociology department usually had only two faculty members. Even so, during this period as many as 104 students graduated with majors in sociology and 69 established professional careers as sociologists. (A listing, which is assuredly incomplete, of Reed students during Pock's tenure who went on to professional careers in sociology is presented in an appendix to this volume.) Many of these sociologists have been extremely successful and influential within the discipline. Reed sociologists have taught or are teaching at the University of California at Berkeley, the University of Chicago, Columbia, Cornell, Duke, Michigan, Northwestern, Stanford, UCLA, Wisconsin, and other leading U.S. academic departments. Others have been employed as researchers in such prominent institutions within and outside the United States as RAND, the National Academy of Sciences, the National Opinion Research Center, the East-West Center, the U.S. Census Bureau and Bureau of Labor Statistics, the Sloan Foundation, and the Australian National University.