Realities of Human Resource Management
Published on 1. May 2000
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978-0-335-23280-2 (ISBN)
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Description
This new book builds on the success of Managing Human Resources and Industrial Relations (Storey and Sisson, 1993). It provides a succinct, affordable, up-to-date analysis of themes and topics relevant to the management of human resources today. It covers issues of critical contemporary importance such as restructuring, continuous improvement, involvement and participation, pay and working time, training and development, recruitment and selection. It also looks at the implications of contextual changes such as the signing of the 'social chapter' of the EU Maastricht Treaty, and movement towards European Economic and Monetary Union.
Three features in particular distinguish this volume from the many others in the field. Firstly, it deals with both the individual and the collective aspects of managing the employment relationship. Most books cover either one or the other but not both. Secondly, in analysing the latest thinking in both areas, this book takes account of the large body of empirical research that is now available and identifies what it all means for the practitioner. Thirdly, the distinctive style in which this book is written gives it an immediacy not common in management texts.
This book will be equally valuable to practising managers (not only specialist human resource managers) and students of business and management who are studying a course or module in human resource management. Helpfully for the latter audience, the book is arranged so that each chapter could appropriately constitute the required reading for a week-by-week programme extending over ten weeks.
Three features in particular distinguish this volume from the many others in the field. Firstly, it deals with both the individual and the collective aspects of managing the employment relationship. Most books cover either one or the other but not both. Secondly, in analysing the latest thinking in both areas, this book takes account of the large body of empirical research that is now available and identifies what it all means for the practitioner. Thirdly, the distinctive style in which this book is written gives it an immediacy not common in management texts.
This book will be equally valuable to practising managers (not only specialist human resource managers) and students of business and management who are studying a course or module in human resource management. Helpfully for the latter audience, the book is arranged so that each chapter could appropriately constitute the required reading for a week-by-week programme extending over ten weeks.
More details
Persons
Keith Sisson is Emeritus Professor of Industrial Relations at the Industrial Relations Research, Warwick Business School, University of Warwick. Previous books include Personnel Management (1994) and New Forms of Work Organisation: can Europe realise its potential? (1997).
John Storey is Professor of Human Resource Management at the Open University Business School and editor of
the Human Resource Management Journal. His previous books include Developments in the Management of Human Resources (1992), Human Resource Management: A Critical Text (1995) and, with Edwards and Sisson, Managers in the Making (1997).
John Storey is Professor of Human Resource Management at the Open University Business School and editor of
the Human Resource Management Journal. His previous books include Developments in the Management of Human Resources (1992), Human Resource Management: A Critical Text (1995) and, with Edwards and Sisson, Managers in the Making (1997).
Content
Preface
Introduction
the story so far
Managing strategically
Managing for high performance
structures and processes
Involvement and participation
the key to success?
Re-shaping the wage-work bargain
pay and working time
Improving competences and capabilities
training and development
Improving competences and capabilities
recruitment and selection
Managing with trade unions
Managing the HR/IR function
Bibliography
Index.
Introduction
the story so far
Managing strategically
Managing for high performance
structures and processes
Involvement and participation
the key to success?
Re-shaping the wage-work bargain
pay and working time
Improving competences and capabilities
training and development
Improving competences and capabilities
recruitment and selection
Managing with trade unions
Managing the HR/IR function
Bibliography
Index.