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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010104560 | HF5549 S776 2005 | Open Access Book | Book | Searching... |
Searching... | 30000010042512 | HF5549 S776 2005 | Open Access Book | Book | Searching... |
Searching... | 30000010231769 | HF5549 S776 2005 | Open Access Book | Book | Searching... |
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Summary
Summary
The Second Edition of this highly successful course reader provides a comprehensive, contemporary and critical review of the key issues in strategic human resource management. The book draws upon the work of some of the most influential and insightful writers on the subject of the strategic management of people in organizations. Through a series of carefully edited articles, students can explore current thinking on topics as diverse as performance, pay, process reengineering, structure, ethics, culture, change and leadership.
This volume moves beyond strategic human resource management from the perspective of the policy setter. The book informs but also questions and, while recognising the legitimacy and importance of management perspectives, also captures the experience of workers on the receiving end of strategic initiatives. Students will be encouraged to consider core issues and difficult questions, such as:
" How should employees respond to the missionary zeal of their employers?
" How can we explain the increasing influence of gangmasters?
" What are the effects of management training on the identities of managers?
" Has strategic HRM been transformed from a model of commitment to one of exploitation?
Strategic Human Resource Management has been designed to meet the needs of course teaching at advanced undergraduate and postgraduate levels. It is an invaluable text that will help define the complex agenda of human resource management, strategy and organisations for students.
Table of Contents
| Strategic Human Resource ManagementGraeme Salaman and John Storey and Jon Billsberry |
| Defining the Field |
| Part 1 Human Resource Management and Knowledge |
| Human Resources and the Resource Based View of the FirmPatrick M Wright and Benjamin B Dunford and Scott A Snell |
| The Conduct of Management and the Management of ConductPaul du Gay and Graeme Salaman and Bronwen Rees |
| Contemporary Managerial Discourse and the Constitution of the 'Competent' Manager |
| Foucault, Power/Knowledge, and its Relevance for Human Resource ManagementBarbara Townley |
| The Cognitive Perspective on Strategic Decision-MakingCharles R Schwenk |
| Achieving 'Fit': Managers' Theories of How to Manage InnovationGraeme Salaman and John Storey |
| Part 2 Human Resource Management and Business Performance |
| The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial PerformanceMark A Huselid |
| A Critical Assessment of the High-Performance ParadigmJohn Godard |
| Performance-related payJohn Storey and Keith Sisson |
| Part 3 The Emergence of New Organisational Forms and Relationships |
| New Organizational Forms and their Link with HRJohn Storey |
| Changing Organizational Forms and the Employment RelationshipJill Rubery and Jill Earnshaw and Mick Marchington and Fang Lee Cooke and Steven Vincent |
| Human Resource Management, Trade Unions and Industrial RelationsDavid E Guest |
| Missionary ManagementMadeleine Bunting |
| Part 4 Human Resource Management in Practice |
| Managing to be Ethical: Debunking Five Business Ethics MythsLinda Klebe Treviño and Michael E Brown |
| The Myth of Managing ChangeGeorge Binney and Colin Williams |
| Performance Management StrategiesGreg Clark |
