This book suggests that some "right" and "wrong" solutions to pay design exist. It proposes that how pay is designed will help an organization staff itself. All good so far. But then the book needs to produce some "how to" ways to get from where the organization is to where it is supposed to be. I guess this stuff must be acceptable for students at Ohio State but is doesn't was for an executive in a manufacturing company in Nebraska.

In our company, "merit pay" has been a disaster. It causes individual employees to go their own way and not help each other. "Job evaluation" has also been a disaster. We once had a personnel department that spent all of its time putting points on jobs and argueing about which job is more important than another. I have talked to many executives and they come to the same conclusions. So, I bought a book about pay to see what I should do.

I can't imaging someone really writes in a new book and says that merit pay and job evaluation have any place in a company at all. I am a practical business person. I probably could not get a job as a professor at Ohio State. But do I think anybody who believes what this book says could run a manufacturing company where it is tough to get production out, manage quality, keep people motivated, and satisfy customers?????

This book offers solid insight into the complexities of organizational staffing. While other reviewers have commented that merit pay and job evaluation have little place in today's business world, my company uses these tools very successfully. The authors offer theoretical support for these concepts, but do not offer sufficient "real world" examples to provide guidance for those who have no prior experience in staffing. The academic approach that the book takes in dealing with these issues is to be expected from a textbook, but additional examples, possibly case studies, would be valuable for those who do not have the benefit of a course instructor.

I use this textbook to teach an undergraduate class in Human Resources. I find that it provides a thorough discussion of the issues that organizations encounter during initial staffing and ongoing efforts.

As expected, it is oriented toward a model that best fits with a very large company. However, I find it is easy to explain the concepts in terms of how to use them with smaller organizations. The section on job analysis offers a nice approach to looking at rewards and motivation.

The sections on internal and external recruitment tend to be a bit longer than necessary and sometimes redundant. The same applies to the internal and external selection chapters. Both do contain a wealth of information.

I found the applications at the end of each chapter very useful in helping students apply what they learn. However, I wish there was more discussion of performance appraisals as selection tools. Otherwise I find the text to be versatile