
Strategic Human Resources Management in the Twenty-First Century
JAI Press Inc.
4th Edition
Will be published approx. on 24. February 1999
Book
Hardback
422 pages
978-0-7623-0525-4 (ISBN)
Description
As we approach the new millennium, the field of strategic HRM is still in its infancy. This volume provides a glimpse into the future of strategic HRM research as seen through the eyes of a number of leading researchers. The 21st century presents the opportunity for advancing our understanding of the role of people in organizational success. This volume will provide a strong foundation toward that end.
More details
Series
Edition
4. Auflage
Language
English
Place of publication
United States
Publishing group
Emerald Publishing Limited
Target group
Professional and scholarly
Dimensions
Height: 240 mm
Width: 161 mm
Thickness: 27 mm
Weight
796 gr
ISBN-13
978-0-7623-0525-4 (9780762305254)
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
Persons
Editor
Volume editor
Series Editor
Content
Overview. Part I. Introduction. Alternatives to generic strategy typologies in strategic human resource management (C. Chadwick, P. Casppelli). Human resource management and firm performance: measurement issues and their effect on causal and policy inferences (B. Gerhart). Failing to find fit in strategic human resource management: theoretical and empirical problems (P.M. Wright, W.S. Sherman). Human resource metrics: can measures be strategic? (J.W. Boudreau, P.M. Ramstad). Alternative theoretical perspectives for strategic human resource management revisited: progress, problem, and prospects (G.C. McMahan et al.). Integrating practice and theory: towards a more unified view of HR (D. Ulrich). From human resource strategy to organizational effectiveness: lessons from research on organizational agility (L. Dyer, R.A. Shafer). Managing the architecture of intellectual capital: implications for strategic human resource management (S.A. Snell et al.). Part II. Introduction. Beyond myopia: human resources and the changing social contract (T.A. Kochan). Different paradigms in strategic HRM: questions raised by comparative research (C. Brewster). High commitment management and the link with contingent workers: implications for strategic human resource management (J. Purcell). Human resource strategy and industry-based competition: a conceptual framework and agenda for theoretical development (P.F. Boxall). A SHRM perspective on international compensation and reward systems (M. Bloom, G.T. Milkovich). Strategic human resource management in multinational enterprises: theoretical and empirical developments (H. de Cieri, P.J. Dowling). Strategic diversification of HRM in Japan (Motochiro Morishima). Strategic human resource management for twenty-first century China (Zhong-Ming Wang, W.H. Mobley). A duality-based prospective for strategic human resource management (P. Evans, N. Genadry). About the contributing authors.