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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010166719 | HF5549 R444 2005 | Open Access Book | Book | Searching... |
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Summary
Summary
The human resources (HR) field is in a time of format and self-reflection. This significant text directly addresses the reasons why human resource management has not received its due. It asks:
What can be done about this? Why is it critical to continued organizational performance and innovation? What are its benefits?The authors review the most current thinking on HR initiatives associated with organizational performance and investigate how the field will need to mobilize in new ways to meet the demand of this period of time. With contributions from key thinkers, this is one of the most important books on HRM available.
Author Notes
Ronald J. Burke is currently Professor of Organizational Behaviour, Schulich School of Business, York University in Toronto, Canada. The editor of over a dozen books, he was also the founding editor of the Canadian Journal of Administrative Sciences, and serves on the board of several other journals.
Cary L. Cooper, CBE is Pro Vice Chancellor (External Relations) of Lancaster University and Professor of Organizational Psychology and Health, Lancaster University Management School. In addition, he is Visiting Professor at Heriot-Watt University, Edinburgh; the University of Sheffield; the University of Exeter; Liverpool University and Aston University. He is the author of over 100 books and is a renowned authority in the field of organizational psychology.
Table of Contents
| Acknowledgments | p. ix |
| Part I New Directions in Human Resource Management | p. 1 |
| Chapter 1 The Human Resources Revolution | p. 3 |
| Chapter 2 Human Resources as a Competitive Advantage | p. 17 |
| Chapter 3 The Hr Function in the New Economy | p. 35 |
| Part II New Challenges for Human Resource Management | p. 55 |
| Chapter 4 An Architectural Approach to Managing Knowledge Stocks and Flows | p. 57 |
| Chapter 5 Managing People in Global Markets | p. 81 |
| Chapter 6 How I Stopped Worrying and Learned to Appreciate the Gaps Between Academic Hrm and Practice | p. 91 |
| Part III Human Resource Management, Development and Employee Well-Being | p. 113 |
| Chapter 7 The New Organizational Career Too Important to Be Left to Hr? | p. 115 |
| Chapter 8 Aligning Work Teams and Hr Practices Best Practices | p. 133 |
| Chapter 9 Innovations in Diversity Management Advancement of Practice and Thought | p. 151 |
| Chapter 10 Hrm and Downsizing | p. 171 |
| Chapter 11 Well-Being and Health What Hrm Can Do About It | p. 187 |
| Part IV Human Resource Management and Organizational Effectiveness | p. 207 |
| Chapter 12 Hrm in Service the Contingencies Abound | p. 209 |
| Chapter 13 Integrated Speed and Flexibility Delivering Customer Solutions | p. 239 |
| Chapter 14 Hrm and Innovation | p. 259 |
| Index | p. 275 |
