Human resource management: a critical text
Saved in:
| Format: | Book |
|---|---|
| Language: | English |
| Published: |
London
Thomson
2007
|
| Edition: | 3. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XIV, 292 S. graph. Darst. |
| ISBN: | 9781844806157 1844806154 |
Staff View
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Record in the Search Index
| _version_ | 1804137239371841536 |
|---|---|
| adam_text | Contents
List of
figures
Χ
List of tables XI
List of contributors
XII
Preface
XIII
Reviewer acknowledgements XTV
Introduction
01
Human resource management today: an assessment
03
John Storey
What is human resource management?
03
HRM in Action
1.1
Tesco offers king s ransom to
fűi
top HR director role
04
HRM in Action
1.2
Employee engagement at West
Bromwich
Building Society
08
Key trends and developments
12
Summary
16
Other new developments and the contributions in this volume
1
7
References
18
The
H R
function: integration or fragmentation?
21
Raymond Caldwell and John Storey
Introduction
21
HR organizing models
23
HRM in Action
2.1
Royal Bank of Scotland
27
Changing HR roles
-
experiments in business partnering
29
Conclusion
32
Appendix: evidence from the Workplace Employment Relations Survey
2004
34
References
36
Networked organizations and the negation of HRM?
39
Karen
Legge
Introduction
39
Enter the networked organization
41
Networked organizational forms: some benefits and costs
43
HRM in Action
3· 1
Morecambe Bay cockle pickers
47
CONTENTS
Employee involvement and participation:
structures, processes and outcomes
177
Mick Marchington and Annette Cox
Introduction
177
Charting the terrain of
БІР
178
Embedding HP within the organization
184
HRM in Action
10.1
Multichem: investing in multiple forms of EIP
186
Establishing EIP through the line
186
HRM in Action
10.2
Restaurant Co.: managing EIP across
small workplaces
188
Conclusion
191
References
192
International HRM
195
HRM: the comparative dimension
197
Chris Brewster
Introduction
197
Universalist
and contextualist paradigms in HRM
198
HRM in Action
11.1
lidi in
Finland
199
Convergence and divergence in HRM
202
Cultural and institutional explanations of differences in HRM
204
HRM differences in practice
206
Conclusion
211
References
212
Global staffing and the multinational
enterprise
215
David G. Collings and Hugh Scullion
Introduction
215
Emergence of global staffing as a key issue in
international management
216
Staffing foreign subsidiaries
216
Rationales for using expatriates
219
Global staffing: the role of the corporate HR function
221
International talent management
222
HRM in Action
12.1
Marriott s human
capitai
review
225
Alternative forms of international assignment
226
Conclusion
228
References
229
CONTENTS
Current developments and future prospects
233
Technology in
H RM:
the means to become a
strategic business partner
235
Emma Parry and Shaun Tyson
Use of technology in HR
236
Benefits of technology in HR
-
the business case
238
HRM in Action
131
Norwich Union
240
HRM in Action
13.2
Cancer Research UK
240
Impact of technology on the role of the HR function
242
HRM in Action
13.3
IBM
244
HRM in Action
13.4
Nortel
246
Conclusion
247
References
249
Ethics and HRM
251
David Bevan
Prelude
251
Previously
251
Currently
253
Action ethics
254
HRM in Action
14.1
Ethics in action
1 255
HRM in Action
14.2
Ethics in action
2 258
Conclusion
259
Notes
260
References
2б0
Dynamic organizations: achieving marketplace
agility through workforce scalability
263
Lee Dyer and JeffEricksen
Marketplace agility
264
HRM in Action
151
Google
265
Workforce scalability
268
Pursuing workforce scalability
271
Pursuing workforce alignment
271
Pursuing workforce fluidity
273
Where to from here?
278
References
279
Index
283
|
| adam_txt |
Contents
List of
figures
Χ
List of tables XI
List of contributors
XII
Preface
XIII
Reviewer acknowledgements XTV
Introduction
01
Human resource management today: an assessment
03
John Storey
What is human resource management?
03
HRM in Action
1.1
Tesco offers king's ransom to
fűi
top HR director role
04
HRM in Action
1.2
Employee engagement at West
Bromwich
Building Society
08
Key trends and developments
12
Summary
16
Other new developments and the contributions in this volume
1
7
References
18
The
H R
function: integration or fragmentation?
21
Raymond Caldwell and John Storey
Introduction
21
HR organizing models
23
HRM in Action
2.1
Royal Bank of Scotland
27
Changing HR roles
-
experiments in business partnering
29
Conclusion
32
Appendix: evidence from the Workplace Employment Relations Survey
2004
34
References
36
Networked organizations and the negation of HRM?
39
Karen
Legge
Introduction
39
Enter the networked organization
41
Networked organizational forms: some benefits and costs
43
HRM in Action
3· 1
Morecambe Bay cockle pickers
47
CONTENTS
Employee involvement and participation:
structures, processes and outcomes
177
Mick Marchington and Annette Cox
Introduction
177
Charting the terrain of
БІР
178
Embedding HP within the organization
184
HRM in Action
10.1
Multichem: investing in multiple forms of EIP
186
Establishing EIP through the line
186
HRM in Action
10.2
Restaurant Co.: managing EIP across
small workplaces
188
Conclusion
191
References
192
International HRM
195
HRM: the comparative dimension
197
Chris Brewster
Introduction
197
Universalist
and contextualist paradigms in HRM
198
HRM in Action
11.1
lidi in
Finland
199
Convergence and divergence in HRM
202
Cultural and institutional explanations of differences in HRM
204
HRM differences in practice
206
Conclusion
211
References
212
Global staffing and the multinational
enterprise
215
David G. Collings and Hugh Scullion
Introduction
215
Emergence of global staffing as a key issue in
international management
216
Staffing foreign subsidiaries
216
Rationales for using expatriates
219
Global staffing: the role of the corporate HR function
221
International talent management
222
HRM in Action
12.1
Marriott's human
capitai
review
225
Alternative forms of international assignment
226
Conclusion
228
References
229
CONTENTS
Current developments and future prospects
233
Technology in
H RM:
the means to become a
strategic business partner
235
Emma Parry and Shaun Tyson
Use of technology in HR
236
Benefits of technology in HR
-
the 'business case'
238
HRM in Action
131
Norwich Union
240
HRM in Action
13.2
Cancer Research UK
240
Impact of technology on the role of the HR function
242
HRM in Action
13.3
IBM
244
HRM in Action
13.4
Nortel
246
Conclusion
247
References
249
Ethics and HRM
251
David Bevan
Prelude
251
Previously
251
Currently
253
Action ethics
254
HRM in Action
14.1
Ethics in action
1 255
HRM in Action
14.2
Ethics in action
2 258
Conclusion
259
Notes
260
References
2б0
Dynamic organizations: achieving marketplace
agility through workforce scalability
263
Lee Dyer and JeffEricksen
Marketplace agility
264
HRM in Action
151
Google
265
Workforce scalability
268
Pursuing workforce scalability
271
Pursuing workforce alignment
271
Pursuing workforce fluidity
273
Where to from here?
278
References
279
Index
283 |
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| title | Human resource management a critical text |
| title_auth | Human resource management a critical text |
| title_exact_search | Human resource management a critical text |
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| title_short | Human resource management |
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