Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010201746 | HF5549 P49 2009 | Open Access Book | Book | Searching... |
Searching... | 30000003506080 | HF5549 P49 2009 | Open Access Book | Book | Searching... |
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Summary
Summary
Do human resource management practices actually work? This timely and engaging volume examines the links between people management practices and organizational performance. Focusing on the implementation and impact of HR strategies, the book puts forward a model, which draws attention to:
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The importance of the culture and values of the organization The needs of professional knowledge workers The links between human resources and performancenbsp;
People Management and Performance takes a critical view of how and why HR practices have had a positive impact on a range of organizations and also considers the implications for theory and practice. Incorporating case studies from well known organizations, such as Nationwide and Selfridges, this book will be of interest to graduate students of HRM and business and management, as well as practitioners working in the field.
Author Notes
Professor John Purcell is currently Strategic Academic Adviser at Acas and Research Professor at the Industrial Relations Research Unit, Warwick Business School
Dr Nicholas Kinnie is Reader in Human Resource Management in the School of Management, University of Bath
Dr Juani Swart is a Senior Lecturer in Organisation Studies at the School of Management, University of Bath
Dr Bruce Rayton lectures in Business Economics and Strategy in the School of Management, University of Bath
Sue Hutchinson is Principal Lecturer in HRM at the University of West of England Business School
Table of Contents
| List of figures | p. vii |
| List of tables | p. viii |
| About the authors | p. ix |
| Foreword | p. xi |
| Acknowledgements | p. xii |
| Introduction | p. xiii |
| 1 Understanding the link between people management and organisational performance | p. 1 |
| 2 Culture and values | p. 19 |
| 3 Intended HR practices | p. 42 |
| 4 Bringing practices to life: the vital role of front line managers | p. 59 |
| 5 Employees' perceptions, attitudes and discretionary behaviour | p. 76 |
| 6 HR architecture and employment sub-systems: practices and perceptions | p. 91 |
| 7 People and performance in professional knowledge intensive organisations | p. 125 |
| 8 Analysing the links between people management and organisational performance: the case of Nationwide Building Society | p. 158 |
| 9 Implications for the development of theory and practice | p. 177 |
| Appendix | p. 193 |
| Notes | p. 195 |
| References | p. 198 |
