People Management and Performance
1st Edition
Published on 22. July 2008
Book
Hardback
248 pages
978-0-415-42779-1 (ISBN)
Description
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:
The importance of the culture and values of the organization
The needs of professional knowledge workers
The links between human resources and performance
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.
The importance of the culture and values of the organization
The needs of professional knowledge workers
The links between human resources and performance
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.
More details
Language
English
Place of publication
London
United Kingdom
Publishing group
Taylor & Francis Ltd
Target group
College/higher education
Illustrations
19 s/w Abbildungen, 19 s/w Zeichnungen, 24 s/w Tabellen
24 Tables, black and white; 19 Line drawings, black and white; 19 Illustrations, black and white
Dimensions
Height: 240 mm
Width: 161 mm
Thickness: 18 mm
Weight
543 gr
ISBN-13
978-0-415-42779-1 (9780415427791)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
John Purcell | Nicholas Kinnie | Juani Swart
People Management and Performance
E-Book
09/2008
Routledge
€77.49
Available for download
John Purcell | Nicholas Kinnie | Juani Swart
People Management and Performance
E-Book
09/2008
Routledge
€77.99
Available for download
John Purcell | Nicholas Kinnie | Juani Swart
People Management and Performance
Book
07/2008
1st Edition
Routledge
€83.30
Shipment within 15-20 days
Persons
John Purcell is Strategic Academic Adviser at Acas and Research Professor at the Industrial Relations Research Unit, Warwick Business School.
Nicholas Kinnie is Reader in Human Resource Management at the School of Management, University of Bath.
Juani Swart is a Senior Lecturer in Organizational Studies at the School of Management, University of Bath.
Bruce Rayton lectures in Business Economics and Strategy at the School of Management, University of Bath.
Sue Hutchinson is Principal Lecturer in HRM at the University of West of England Business School.
Nicholas Kinnie is Reader in Human Resource Management at the School of Management, University of Bath.
Juani Swart is a Senior Lecturer in Organizational Studies at the School of Management, University of Bath.
Bruce Rayton lectures in Business Economics and Strategy at the School of Management, University of Bath.
Sue Hutchinson is Principal Lecturer in HRM at the University of West of England Business School.
Content
1. Understanding the Link Between People Management and Organisational Performance 2. Culture and Values 3. Intended HR Practices 4. Bringing Practices to Life: The Vital Role of Front Line Managers 5. Employees' Perceptions, Attitudes and Discretionary Behaviour 6. HR Architecture and Employment Sub-Systems: Practices and Perceptions 7. People and Performance in Professional Knowledge Intensive Organisations 8. Analysing the Links Between People Management and Organisational Performance: The Case of Nationwide Building Society 9. Implications for the Development of Theory and Practice