Handbook of Human Resources Management
Book
Paperback/Softback
768 pages
978-1-55786-550-2 (ISBN)
Description
This text has been specifically designed to bridge the divide between academic research and professional practice. It reflects comprehensive coverage of traditional and contemporary human resources management (HRM) subject matter, in addition to new issues and challenges for the future. Furthermore, the editors have ensured that each chapter is co-authored by at least one academic and one professional to integrate theory, research and practice throughout. Consisting of 32 chapters and a total of 78 authors, including the top HR scholars and some of the most prominent HR managers, executives and consultants in the field today, the handbook should be a useful resource for HR professionals, and is also suitable for advanced undergraduate and graduate students on HRM courses.
More details
Series
Language
English
Place of publication
Oxford
United Kingdom
Publishing group
John Wiley and Sons Ltd
Target group
College/higher education
Professional and scholarly
Dimensions
Height: 235 mm
Width: 190 mm
ISBN-13
978-1-55786-550-2 (9781557865502)
Copyright in bibliographic data is held by Nielsen Book Services Limited or its licensors: all rights reserved.
Schweitzer Classification
Content
Towards business university partnerships in human resources management; the history and evolution of human resource management; business strategy and human resources management; strategic industrial relations; analytical financial tools and human resources management; a power and politics perspective on human resources management; strategic change - a new dimension of human resource management; the legal context of human resource management; managing the impact of information technology on human resources management; accountability in human resource management ethical issues in human resource management; juggling on a high wire - the role of the international human resource manager; international industrial relations; workforce diversity; implications of organizational downsizing for the human resource practices; preserving and realizing acquisition value through human resource practices; organizational culture and human resource management; grievance procedures and dispute resolution; high involvement organizations and industrial democracy; empowerment and work teams; work force governance; the ultimate human resource planning; organizational staffing; performance appraisal design, development and implementation; promotion, succession and career systems; management development in a new business policy; employee compensation; executive compensation; human resources management and employee attitudes; the management of absence; human resources management and employee turnover and transfer; human resources management and organizational effectiveness.