Human Resource Management
1st Edition
Published on 10. September 2012
300 pages
978-1-136-01729-2 (ISBN)
Description
The majority of textbooks on HRM tend to focus on the administrative side of the subject and fail to examine its strategic importance. This book is intended to redress the balance and, taking strategy as its starting point, it looks at the overall role
of HRM in the organization.
The author explores strategic human resource management through chapters on managing change in strategy, structure, and culture; the role of human resource planning, and types of employment system. He also reviews some of the key issues in managing different employee groups. These themes are problem- and issue- focused and extensively illustrated throughout with case study examples. Dr Chris Hendry is the author of many reports, research papers and articles on HRM and strategic management.
of HRM in the organization.
The author explores strategic human resource management through chapters on managing change in strategy, structure, and culture; the role of human resource planning, and types of employment system. He also reviews some of the key issues in managing different employee groups. These themes are problem- and issue- focused and extensively illustrated throughout with case study examples. Dr Chris Hendry is the author of many reports, research papers and articles on HRM and strategic management.
More details
Language
English
Place of publication
London
United Kingdom
Publishing group
Taylor & Francis Ltd
Target group
Professional and scholarly
Product notice
Reflowable
File size
11,44 MB
ISBN-13
978-1-136-01729-2 (9781136017292)
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
Book
02/1995
1st Edition
Butterworth-Heinemann
€76.74
Shipment within 15-20 days
Person
Chris Hendry
Content
Part 1 The Making of Human Resource Management; Chapter 1 Human resource management: an overview; Chapter 2 The context for HRM; Chapter 3 HRM in practice; Part 2 Strategy, Structure, and Culture in Organizational Change and HRM; Chapter 4 Business strategy and organizational capability; Chapter 5 Organization structure and human resource management; Chapter 6 Corporate culture and the management of organizational change; Chapter 7 Strategic change and HRM at Barclaycard: from rapid growth to maturity; Chapter 8 Strategy, structure and cultural change: managing retrenchment and recovery at PilKington; Part 3 Basic Concepts for an Employment Systems Perspective; Chapter 9 Manpower planning; Chapter 10 From manpower planning to human resource planning; Chapter 11 Employment systems: recruitment, pay, and careers; Chapter 12 Managing the system as a whole: towards HRM (1); Chapter 13 Managing the system as a whole: towards HRM (2); Part 4 Employee Groups; Chapter 14 Managers and professional employees; Chapter 15 Managers in an international context; Chapter 16 Manual and clerical employees; Chapter 17 Managing technical and organizational change at GKN Hardy Spicer; Chapter 18 Flexible employees: flexible firms; Chapter 19 Skills and training in the European Union and beyond; Part 5 Conclusion; Chapter 20 Future scenarios: issues for the 1990s and beyond;
