Contemporary human resource management: text and cases
Providing critical and pragmatic coverage of contemporary ideas in human resource management, this text looks at some of the key issues and topics in the field.
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
Harlow [u.a.]
Financial Times Prentice Hall
2009
|
| Ausgabe: | 3. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Zusammenfassung: | Providing critical and pragmatic coverage of contemporary ideas in human resource management, this text looks at some of the key issues and topics in the field. |
| Beschreibung: | XIX, 555 S. Ill., graph. Darst. |
| ISBN: | 0273716336 9780273716334 |
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| 250 | |a 3. ed. | ||
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Datensatz im Suchindex
| _version_ | 1804138141043392512 |
|---|---|
| adam_text | CONTENTS
Case studies and exercises xiv
Editors xvii
Contributors xviii
Acknowledgements xx
Part I Fundamentals of Human Resource Management 1
1. Human Resource Management: a contemporary perspective 2
Tom Redman and Adrian Wilkinson
Introduction 2
The development of HRM 2
ThenewHRM? 3
The changing context of work 4
Strategy and HRM 7
Performance and HRM 10
The changing role of HRM 13
The book 17
Bibliography 18
2. Human Resource Management and Organisational Performance:
in search of the HR advantage 23
Nicholas Kinnie and Juani Swart
Introduction 23
Strategy and HRM 24
HR and organisational performance: our approach and some background 26
Human resource advantage 27
Human capital advantage 29
Organisational process advantage 38
Conclusions and implications A3
Case study 2.1 45
Case study 2.2 48
Case study 2.3 50
Bibliography 57
3. Recruitment 66
Anne McCormack and Dora Scholarios
Introduction 64
The external environment 65
The organisation 70
The job 73
Pre-recruitment activities 74
Recruitment methods 76
Contents
The need for an applicant perspective 80
Conclusions 80
Case study 3.1 81
Case study 3.2 83
Bibliography 85
U. Selection 89
Dora Scholarios
Introduction 89
A brief overview of psychometric quality 89
The what and how of selection 91
Summary of trends 98
What do organisations actually do? 99
Explaining practice 101
Conclusions and implications for HRM 108
Case study 4.1 109
Case study 4.2 110
Case study 4.3 111
Bibliography 112
5. Training and Development 117
Irena Grugulis
Introduction 117
The case for training and development 117
Training and development in the workplace 122
Rethinking training and development 128
Discussion and conclusions 129
Case study 5.1 129
Case study 5.2 130
Case study 5.3 131
Bibliography 134
6. Reward Management 138
MarkW. Gilman
Introduction 138
Why pay systems vary 139
Paying for performance: variable pay 149
Pay for performance: how strategic is it? 160
Discussion 161
Case study 6.1 163
Case study 6.2 170
Bibliography 172
7. Performance Appraisal 175
Tom Redman
Introduction 175
Development of performance appraisal 177
The practice of performance appraisal 177
Recent developments in performance appraisal 181
Contents ¦ .
Problems of performance appraisal 186
Conclusions 189
Case study 7.1 190
Bibliography 204
8. Industrial Relations 207
Nicolas Bacon
Introduction 207
Management approaches to industrial relations 207
Why employees join unions 209
The decline of joint regulation 210
The implications of declining joint regulation 212
Non-union workplaces 214
Non-union employee representation 216
Partnership with unions 216
Union organising and new types of union representative 218
Conclusions 219
Case study 8.1 220
Bibliography 223
9. Line Managers 227
Douglas Renwick
Introduction 227
Developments in the literature 228
General questions emerging 233
Challenges arising 235
Future research 236
Conclusions 237
Case study 9.1 238
Case study 9.2 239
Bibliography 240
10. Organisational and Corporate Culture 243
Alistair Cheyne and John Loan-Clarke
Introduction 243
The concept of culture 243
Organisational culture 244
Categorisations of culture 246
Assessing organisational culture 250
Culture and organisational performance 252
Organisational culture and human resource management 253
Is culture change feasible? 261
Conclusion 262
Case study 10.1 263
Case study 10.2 263
Case study 10.3 263
Case study 10.4 264
Bibliography 270
Contents
11.
Contemporary Themes and Issues 277
International HRM 278
Geoffrey Wood, Leslie T. Szamosi and Alexandras Psychogios
Introduction 278
Thinking about international HRM: uniformity or diversity? 278
International HRM in practice 285
Conclusion 291
Case study 11.1 291
Case study 11.2 293
Case study 11.3 294
Bibliography 295
12. Comparative Human Resource Management 299
Geoffrey Wood and David Collings
Introduction 299
Convergence or divergence in HRM systems 301
Empirical ways of understanding diversity 308
Conclusion 309
Case study 12.1 310
Case study 12.2 311
Bibliography 313
13. Understanding and Managing Careers in Changing Contexts 317
Laurie Cohen and Amal El-Sawad
Introduction 317
An elastic concept: diverse understandings of career 318
Changing contexts of work and career 319
Gender and ethnicity in career debates 323
Career lenses and approaches 325
Managing careers: implications for HR practice 329
Conclusion 332
Case study 13.1 333
Case study 13.2 334
Case study 13.3 336
Bibliography 338
16. Managing Diversity 363
Catherine Cassell
Introduction 343
The managing diversity context 343
General principles 346
Implementing diversity initiatives 347
Global diversity management 349
Do diversity initiatives deliver? 350
Conclusions 353
Case study 14.1 354
Contents ¦ ,
Case study U.2 357
Case study U.3 360
Bibliography 360
15. Work-Life Balance 364
Keith Townsend and Paula McDonald
Introduction 364
Is it work-life balance or something else? 364
Why WLB is important to employers 365
When the government gets involved 370
Unions and WLB 372
Finding the boundaries 373
Conclusions 373
Case study 15.1 374
Case study 15.2 375
Bibliography 377
16. Downsizing 381
Tom Redman and Adrian Wilkinson
Introduction 381
Downsizing: the reality of HRM? 381
Methods of downsizing 384
Alternatives to redundancy 386
The redundancy process 389
Conclusions: downsizing, rightsizing or dumbsizing? 394
Case study 16.1 396
Case study 16.2 398
Bibliography 401
17. Employee Participation 405
Tony Dundon and Adrian Wilkinson
Introduction
Defining participation
The context for employee participation
A framework for analysing employee participation
Employee participation in practice
The meanings and impact of participation
Employee participation and the EU
Conclusions
Case study 17.1
Case study 17.2
Case study 17.3
Bibliography
18. Knowledge Management and Human Resource Management
Donald Hislop
Introduction
Contents
Social context: the growing importance of knowledge 427
Defining knowledge work 427
Why worker motivation is key to achieving participation in knowledge
management initiatives 429
The organisational climate and workers attitudes to knowledge management
initiatives 431
HRM practices to support knowledge management initiatives 431
Case study 18.1 440
Case study 18.2 444
Bibliography 447
19. Employment Ethics 451
Peter Ackers
Introduction 451
Ethical theories: enter the moral maze 452
An employment ethics agenda 455
Shaping an ethical workplace 457
The history of ethical employment management 458
The advent of HRM 461
Conclusion: three fallacies of HRM ethics 462
Case study 19.1 465
Case study 19.2 469
Bibliography 469
20. Emotion at Work 472
Philip Hancock and Melissa Tyler
Introduction 472
The emotional turn: key concepts and issues 474
Emotion in management theory and practice 475
Critical perspectives on emotion 479
Conclusions 485
Case study 20.1 486
Case study 20.2 490
Case study 20.3 490
Bibliography 491
21. Flexibility 495
Stephen Procter and Stephen Ackroyd
Introduction: what do we mean by flexibility? 495
Flexibility in historical perspective 496
The flexible firm 497
Patterns of flexibility 498
Flexible specialisation 500
The new flexible firm 501
The high-surveillance firm and lean production 502
Flexibility in the public services 507
Conclusions 509
Case study 21.1 509
Bibliography 513
Contents ¦
22. Workplace Bullying 517
Sara Branch, Sheryl Ramsay and Michelle Barker
Introduction 517
How is workplace bullying defined? 518
The importance of power and dependency in workplace bullying 520
Identifying workplace bullying behaviours 520
Reporting of frequency of workplace bullying behaviours and risk groups 522
Impact on targets 523
Impact on witnesses 524
Impact on the organisation 524
Antecedents of workplace bullying 525
Prevention and management of workplace bullying 528
Conclusion 531
Case study 22.1 531
Case study 22.2 535
Case study 22.3 536
Bibliography 537
Index 562
Supporting resources
Visit www.pearsoned.co.uk/redman to find valuable online resources
Companion Website for students
• Multiple choice questions to help test your learning
• An online glossary to explain key terms
For instructors
• An Instructor s Manual containing teaching notes to case studies
• PowerPoint slides that can be downloaded and used for presentations
Also: The Companion Website provides the following features:
• Search tool to help locate specific items of content
• E-mail results and profile tools to send results of quizzes to instructors
• Online help and support to assist with website usage and troubleshooting
For more information please contact your local Pearson Education sales representative
or visit www.pearsoned.co.uk/redman
CASE STUDIES AND EXERCISES
2.1 Understanding performance in retailing: the case of Omega supermarkets
Sue Hutchinson ^5
2.2 Human capital in the software industry: the case of MPC Data
Juani Swart AS
2.3 HRM and organisation turnaround at Selfridges
Sue Hutchinson 50
3.1 Changing recruitment at Mercado supermarkets
Anne McCormack and Dora Scholarios 81
3.2 Outsourcing recruitment at Blueberry
Anne McCormack and Dora Schotarios 83
4.1 Moneyflow
Dora Scholarios 109
4.2 Thejobshop
Dora Scholarios 11 °
A.3 Entcomm
Dora Scholarios 1 1 1
5.1 Developing resourceful humans
Irena Grugulis 129
5.2 Soft skills and personal qualities
Irena Grugulis 30
5.3 Jobs, discretion and skill
Irena Grugulis, Steven Vincent and Gail Hebson 131
6.1 Total reward strategy at Kent County Council
Miral Metawie 163
6.2 Designing reward systems
Mark W. Gilman 170
7.1 Performance appraisal at North Trust
Tom Redman, Ed Snape and David Thompson 190
8.1 Union-management partnership at NatBank
Stewart Johnstone 220
9.1 North Service Group (NSG)
William Hunter 238
9.2 Line managers and star employees
Douglas Renwick 239
10.1 Understanding the culture of an organisation
John Loan-Clarke and Alistair Cheyne 263
10.2 Levels of culture
John Loan-Clarke and Alistair Cheyne 263
10.3 Culture and climate issues within a healthcare Trust
John Loan-Clarke and Alistair Cheyne 263
Case studies and exercises ¦
10.4 Managing culture at British Airways
Irena Grugulis and Adrian Wilkinson 264
11.1 International HRM: the practice of oil and gas companies in West Africa
Geoffrey Wood 291
11.2 MNCs and suppliers
Geoffrey Wood 293
11.3 Staffing in multinational organisations-, reflective exercises
Geoffrey Wood, Leslie T. Szamosi and Alexandros Psychogios 294
12.1 HRM in Mozambique
Geoffrey Wood and David Collings 310
12.2 Ireland and the multinationals
Geoffrey Wood and David Collings 311
13.1 Making sense of careers
Laurie Cohen and Amal El-Sawad 333
13.2 A journey into the unknown
Bradley Saunders 334
13.3 An organisational career at Compucan
Amal El-Sawad and Laurie Cohen 336
14.1 Educate
Catherine Cassell 354
14.2 Hinchcliffe Cards
Catherine Cassell 357
14.3 Diversity training exercise
Catherine Cassell 360
15.1 Flexibility denied
Keith Townsend and Paula McDonald 374
15.2 Longer days, better balance?
Keith Townsend and Paula McDonald 375
16.1 Downsizing down under: International Mining
Allen Clabaugh 396
16.2 Downsizing down under: Perth and Western Bank
Allen Clabaugh 398
17.1 Employee voice at Compucom
Tony Dundon, Irena Grugulis and Adrian Wilkinson 417
17.2 Assessing participation
Tony Dundon 418
17.3 Beverage Co.: employee participation in an SME
Tony Dundon, Irena Grugulis and Adrian Wilkinson 419
18.1 Domestic-Powerco: supporting knowledge sharing and use among distributed
work teams
Donald Hislop 440
18.2 Office equipment service engineers and consultants as knowledge workers
Donald Hislop 444
19.1 Employment ethics at A B stores
Peter Ackers 465
19.2 Applying the veil of ignorance
Peter Ackers 469
Case studies and exercises
20.1 Emotion management at Girlie Glitter Co.
Melissa Tyler and Philip Hancock 486
20.2 Managing family fun at Theme Park Co.
Peter Ackers 490
20.3 Change and emotion at Hotel Co.
Melissa Tyler and Philip Hancock 490
21.1 Managing flexibility: the Theatres Project in Midland City Hospital NHS Trust
Stephen Procter and Graeme Currie 509
22.1 Managing in the short and longer term at GDB: a section of the public service
Sara Branch, Sheryl Ramsay and Michelle Barker 531
22.2 Is this a case of peer bullying?
Sara Branch, Sheryl Ramsay and Michelle Barker 535
22.3 Workplace bullying: reflective exercises
Sara Branch, Sheryl Ramsay and Michelle Barker 536
|
| adam_txt |
CONTENTS
Case studies and exercises xiv
Editors xvii
Contributors xviii
Acknowledgements xx
Part I Fundamentals of Human Resource Management 1
1. Human Resource Management: a contemporary perspective 2
Tom Redman and Adrian Wilkinson
Introduction 2
The development of HRM 2
ThenewHRM? 3
The changing context of work 4
Strategy and HRM 7
Performance and HRM 10
The changing role of HRM 13
The book 17
Bibliography 18
2. Human Resource Management and Organisational Performance:
in search of the HR advantage 23
Nicholas Kinnie and Juani Swart
Introduction 23
Strategy and HRM 24
HR and organisational performance: our approach and some background 26
Human resource advantage 27
Human capital advantage 29
Organisational process advantage 38
Conclusions and implications A3
Case study 2.1 45
Case study 2.2 48
Case study 2.3 50
Bibliography 57
3. Recruitment 66
Anne McCormack and Dora Scholarios
Introduction 64
The external environment 65
The organisation 70
The job 73
Pre-recruitment activities 74
Recruitment methods 76
Contents
The need for an applicant perspective 80
Conclusions 80
Case study 3.1 81
Case study 3.2 83
Bibliography 85
U. Selection 89
Dora Scholarios
Introduction 89
A brief overview of psychometric quality 89
The 'what' and 'how' of selection 91
Summary of trends 98
What do organisations actually do? 99
Explaining practice 101
Conclusions and implications for HRM 108
Case study 4.1 109
Case study 4.2 110
Case study 4.3 111
Bibliography 112
5. Training and Development 117
Irena Grugulis
Introduction 117
The case for training and development 117
Training and development in the workplace 122
Rethinking training and development 128
Discussion and conclusions 129
Case study 5.1 129
Case study 5.2 130
Case study 5.3 131
Bibliography 134
6. Reward Management 138
MarkW. Gilman
Introduction 138
Why pay systems vary 139
Paying for performance: variable pay 149
Pay for performance: how strategic is it? 160
Discussion 161
Case study 6.1 163
Case study 6.2 170
Bibliography 172
7. Performance Appraisal 175
Tom Redman
Introduction 175
Development of performance appraisal 177
The practice of performance appraisal 177
Recent developments in performance appraisal 181
Contents ¦ .
Problems of performance appraisal 186
Conclusions 189
Case study 7.1 190
Bibliography 204
8. Industrial Relations 207
Nicolas Bacon
Introduction 207
Management approaches to industrial relations 207
Why employees join unions 209
The decline of joint regulation 210
The implications of declining joint regulation 212
Non-union workplaces 214
Non-union employee representation 216
Partnership with unions 216
Union organising and new types of union representative 218
Conclusions 219
Case study 8.1 220
Bibliography 223
9. Line Managers 227
Douglas Renwick
Introduction 227
Developments in the literature 228
General questions emerging 233
Challenges arising 235
Future research 236
Conclusions 237
Case study 9.1 238
Case study 9.2 239
Bibliography 240
10. Organisational and Corporate Culture 243
Alistair Cheyne and John Loan-Clarke
Introduction 243
The concept of culture 243
Organisational culture 244
Categorisations of culture 246
Assessing organisational culture 250
Culture and organisational performance 252
Organisational culture and human resource management 253
Is culture change feasible? 261
Conclusion 262
Case study 10.1 263
Case study 10.2 263
Case study 10.3 263
Case study 10.4 264
Bibliography 270
Contents
11.
Contemporary Themes and Issues 277
International HRM 278
Geoffrey Wood, Leslie T. Szamosi and Alexandras Psychogios
Introduction 278
Thinking about international HRM: uniformity or diversity? 278
International HRM in practice 285
Conclusion 291
Case study 11.1 291
Case study 11.2 293
Case study 11.3 294
Bibliography 295
12. Comparative Human Resource Management 299
Geoffrey Wood and David Collings
Introduction 299
Convergence or divergence in HRM systems 301
Empirical ways of understanding diversity 308
Conclusion 309
Case study 12.1 310
Case study 12.2 311
Bibliography 313
13. Understanding and Managing Careers in Changing Contexts 317
Laurie Cohen and Amal El-Sawad
Introduction 317
An 'elastic' concept: diverse understandings of career 318
Changing contexts of work and career 319
Gender and ethnicity in career debates 323
Career lenses and approaches 325
Managing careers: implications for HR practice 329
Conclusion 332
Case study 13.1 333
Case study 13.2 334
Case study 13.3 336
Bibliography 338
16. Managing Diversity 363
Catherine Cassell
Introduction 343
The managing diversity context 343
General principles 346
Implementing diversity initiatives 347
Global diversity management 349
Do diversity initiatives deliver? 350
Conclusions 353
Case study 14.1 354
Contents ¦ ,
Case study U.2 357
Case study U.3 360
Bibliography 360
15. Work-Life Balance 364
Keith Townsend and Paula McDonald
Introduction 364
Is it work-life balance or something else? 364
Why WLB is important to employers 365
When the government gets involved 370
Unions and WLB 372
Finding the boundaries 373
Conclusions 373
Case study 15.1 374
Case study 15.2 375
Bibliography 377
16. Downsizing 381
Tom Redman and Adrian Wilkinson
Introduction 381
Downsizing: the reality of HRM? 381
Methods of downsizing 384
Alternatives to redundancy 386
The redundancy process 389
Conclusions: downsizing, rightsizing or dumbsizing? 394
Case study 16.1 396
Case study 16.2 398
Bibliography 401
17. Employee Participation 405
Tony Dundon and Adrian Wilkinson
Introduction
Defining participation
The context for employee participation
A framework for analysing employee participation
Employee participation in practice
The meanings and impact of participation
Employee participation and the EU
Conclusions
Case study 17.1
Case study 17.2
Case study 17.3
Bibliography
18. Knowledge Management and Human Resource Management
Donald Hislop
Introduction
Contents
Social context: the growing importance of knowledge 427
Defining knowledge work 427
Why worker motivation is key to achieving participation in knowledge
management initiatives 429
The organisational climate and workers' attitudes to knowledge management
initiatives 431
HRM practices to support knowledge management initiatives 431
Case study 18.1 440
Case study 18.2 444
Bibliography 447
19. Employment Ethics 451
Peter Ackers
Introduction 451
Ethical theories: enter the moral maze 452
An employment ethics agenda 455
Shaping an ethical workplace 457
The history of ethical employment management 458
The advent of HRM 461
Conclusion: three fallacies of HRM ethics 462
Case study 19.1 465
Case study 19.2 469
Bibliography 469
20. Emotion at Work 472
Philip Hancock and Melissa Tyler
Introduction 472
The emotional turn: key concepts and issues 474
Emotion in management theory and practice 475
Critical perspectives on emotion 479
Conclusions 485
Case study 20.1 486
Case study 20.2 490
Case study 20.3 490
Bibliography 491
21. Flexibility 495
Stephen Procter and Stephen Ackroyd
Introduction: what do we mean by flexibility? 495
Flexibility in historical perspective 496
The flexible firm 497
Patterns of flexibility 498
Flexible specialisation 500
The new flexible firm 501
The high-surveillance firm and lean production 502
Flexibility in the public services 507
Conclusions 509
Case study 21.1 509
Bibliography 513
Contents ¦
22. Workplace Bullying 517
Sara Branch, Sheryl Ramsay and Michelle Barker
Introduction 517
How is workplace bullying defined? 518
The importance of power and dependency in workplace bullying 520
Identifying workplace bullying behaviours 520
Reporting of frequency of workplace bullying behaviours and risk groups 522
Impact on targets 523
Impact on witnesses 524
Impact on the organisation 524
Antecedents of workplace bullying 525
Prevention and management of workplace bullying 528
Conclusion 531
Case study 22.1 531
Case study 22.2 535
Case study 22.3 536
Bibliography 537
Index 562
Supporting resources
Visit www.pearsoned.co.uk/redman to find valuable online resources
Companion Website for students
• Multiple choice questions to help test your learning
• An online glossary to explain key terms
For instructors
• An Instructor's Manual containing teaching notes to case studies
• PowerPoint slides that can be downloaded and used for presentations
Also: The Companion Website provides the following features:
• Search tool to help locate specific items of content
• E-mail results and profile tools to send results of quizzes to instructors
• Online help and support to assist with website usage and troubleshooting
For more information please contact your local Pearson Education sales representative
or visit www.pearsoned.co.uk/redman
CASE STUDIES AND EXERCISES
2.1 Understanding performance in retailing: the case of Omega supermarkets
Sue Hutchinson ^5
2.2 Human capital in the software industry: the case of MPC Data
Juani Swart AS
2.3 HRM and organisation turnaround at Selfridges
Sue Hutchinson 50
3.1 Changing recruitment at Mercado supermarkets
Anne McCormack and Dora Scholarios 81
3.2 Outsourcing recruitment at Blueberry
Anne McCormack and Dora Schotarios 83
4.1 Moneyflow
Dora Scholarios 109
4.2 Thejobshop
Dora Scholarios 11 °
A.3 Entcomm
Dora Scholarios 1 1 1
5.1 Developing resourceful humans
Irena Grugulis 129
5.2 Soft skills and personal qualities
Irena Grugulis ' 30
5.3 Jobs, discretion and skill
Irena Grugulis, Steven Vincent and Gail Hebson 131
6.1 Total reward strategy at Kent County Council
Miral Metawie 163
6.2 Designing reward systems
Mark W. Gilman 170
7.1 Performance appraisal at North Trust
Tom Redman, Ed Snape and David Thompson 190
8.1 Union-management partnership at NatBank
Stewart Johnstone 220
9.1 North Service Group (NSG)
William Hunter 238
9.2 Line managers and 'star' employees
Douglas Renwick 239
10.1 Understanding the culture of an organisation
John Loan-Clarke and Alistair Cheyne 263
10.2 Levels of culture
John Loan-Clarke and Alistair Cheyne 263
10.3 Culture and climate issues within a healthcare Trust
John Loan-Clarke and Alistair Cheyne 263
Case studies and exercises ¦
10.4 Managing culture at British Airways
Irena Grugulis and Adrian Wilkinson 264
11.1 International HRM: the practice of oil and gas companies in West Africa
Geoffrey Wood 291
11.2 MNCs and suppliers
Geoffrey Wood 293
11.3 Staffing in multinational organisations-, reflective exercises
Geoffrey Wood, Leslie T. Szamosi and Alexandros Psychogios 294
12.1 HRM in Mozambique
Geoffrey Wood and David Collings 310
12.2 Ireland and the multinationals
Geoffrey Wood and David Collings 311
13.1 Making sense of careers
Laurie Cohen and Amal El-Sawad 333
13.2 A journey into the unknown
Bradley Saunders 334
13.3 An organisational career at Compucan
Amal El-Sawad and Laurie Cohen 336
14.1 Educate
Catherine Cassell 354
14.2 Hinchcliffe Cards
Catherine Cassell 357
14.3 Diversity training exercise
Catherine Cassell 360
15.1 Flexibility denied
Keith Townsend and Paula McDonald 374
15.2 Longer days, better balance?
Keith Townsend and Paula McDonald 375
16.1 Downsizing down under: International Mining
Allen Clabaugh 396
16.2 Downsizing down under: Perth and Western Bank
Allen Clabaugh 398
17.1 Employee voice at Compucom
Tony Dundon, Irena Grugulis and Adrian Wilkinson 417
17.2 Assessing participation
Tony Dundon 418
17.3 Beverage Co.: employee participation in an SME
Tony Dundon, Irena Grugulis and Adrian Wilkinson 419
18.1 Domestic-Powerco: supporting knowledge sharing and use among distributed
work teams
Donald Hislop 440
18.2 Office equipment service engineers and consultants as knowledge workers
Donald Hislop 444
19.1 Employment ethics at A B stores
Peter Ackers 465
19.2 Applying the 'veil of ignorance'
Peter Ackers 469
Case studies and exercises
20.1 Emotion management at Girlie Glitter Co.
Melissa Tyler and Philip Hancock 486
20.2 Managing family fun at Theme Park Co.
Peter Ackers 490
20.3 Change and emotion at Hotel Co.
Melissa Tyler and Philip Hancock 490
21.1 Managing flexibility: the Theatres Project in Midland City Hospital NHS Trust
Stephen Procter and Graeme Currie 509
22.1 Managing in the short and longer term at GDB: a section of the public service
Sara Branch, Sheryl Ramsay and Michelle Barker 531
22.2 Is this a case of peer bullying?
Sara Branch, Sheryl Ramsay and Michelle Barker 535
22.3 Workplace bullying: reflective exercises
Sara Branch, Sheryl Ramsay and Michelle Barker 536 |
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| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 3. ed. |
| format | Book |
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| id | DE-604.BV023536400 |
| illustrated | Illustrated |
| index_date | 2024-07-02T22:30:16Z |
| indexdate | 2024-07-09T21:23:28Z |
| institution | BVB |
| isbn | 0273716336 9780273716334 |
| language | English |
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| physical | XIX, 555 S. Ill., graph. Darst. |
| publishDate | 2009 |
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| publisher | Financial Times Prentice Hall |
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| spelling | Contemporary human resource management text and cases [ed. by ] Tom Redman ; Adrian Wilkinson 3. ed. Harlow [u.a.] Financial Times Prentice Hall 2009 XIX, 555 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Providing critical and pragmatic coverage of contemporary ideas in human resource management, this text looks at some of the key issues and topics in the field. Personeelsmanagement gtt Personnel management Personnel management Case studies Personnel management Study and teaching Humanvermögen (DE-588)4240300-5 gnd rswk-swf Personalpolitik (DE-588)4045269-4 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Personalpolitik (DE-588)4045269-4 s Humanvermögen (DE-588)4240300-5 s 1\p DE-604 Redman, Tom 1952-2015 Sonstige (DE-588)172690161 oth Wilkinson, Adrian 1963- Sonstige (DE-588)1012595897 oth HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016824996&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Contemporary human resource management text and cases Personeelsmanagement gtt Personnel management Personnel management Case studies Personnel management Study and teaching Humanvermögen (DE-588)4240300-5 gnd Personalpolitik (DE-588)4045269-4 gnd |
| subject_GND | (DE-588)4240300-5 (DE-588)4045269-4 (DE-588)4522595-3 |
| title | Contemporary human resource management text and cases |
| title_auth | Contemporary human resource management text and cases |
| title_exact_search | Contemporary human resource management text and cases |
| title_exact_search_txtP | Contemporary human resource management text and cases |
| title_full | Contemporary human resource management text and cases [ed. by ] Tom Redman ; Adrian Wilkinson |
| title_fullStr | Contemporary human resource management text and cases [ed. by ] Tom Redman ; Adrian Wilkinson |
| title_full_unstemmed | Contemporary human resource management text and cases [ed. by ] Tom Redman ; Adrian Wilkinson |
| title_short | Contemporary human resource management |
| title_sort | contemporary human resource management text and cases |
| title_sub | text and cases |
| topic | Personeelsmanagement gtt Personnel management Personnel management Case studies Personnel management Study and teaching Humanvermögen (DE-588)4240300-5 gnd Personalpolitik (DE-588)4045269-4 gnd |
| topic_facet | Personeelsmanagement Personnel management Personnel management Case studies Personnel management Study and teaching Humanvermögen Personalpolitik Fallstudiensammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016824996&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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