A new critical and authoritative textbook for all HRM modules. Key Selling Features * Provides students with a critical evaluation of the core HRM topics, problematising subjects to encourage sophisticated thinking about HR interventions * Is written by a team of experts from the UK and from international institutions, bringing a number of diverse perspectives to HRM * Draws out the importance of state/corporate governance of the workplace and the politics of workplace relations * Integrates students' prior understanding of the key operational aspects of HRM with the wider institutional and…mehr
A new critical and authoritative textbook for all HRM modules. Key Selling Features * Provides students with a critical evaluation of the core HRM topics, problematising subjects to encourage sophisticated thinking about HR interventions * Is written by a team of experts from the UK and from international institutions, bringing a number of diverse perspectives to HRM * Draws out the importance of state/corporate governance of the workplace and the politics of workplace relations * Integrates students' prior understanding of the key operational aspects of HRM with the wider institutional and social contexts in which they occur * Expands students' knowledge of HR-related theory with wider social and business theory, enabling them to apply critical approaches to HR problems * Is unique in that it is designed to cater for a year-long module * Section 3 is unique in applying HRM pracices to specific industry contexts rather than assuming 'best practice' is universal.This will enable students to think about how different issues might be dealt with differently in say an NHS trust and a hotel This text comes with online resources for students and tutors including a lecturer's guide and PowerPoint slides. Market 1. 3rd year UG or PG business students taking HRM, strategic HRM or contemporary module that takes a critical approach 2. HRM programmes on MBAsHinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Ian Roper is Principal Lecturer in Employment Relations and Director of Programmes for HRM at Middlesex University Business School, UK Rea Prouska is a Senior Lecturer in Human Resource Management and programme leader for the BA Human Resource Management degree at Middlesex University Business School, UK Uracha Chatrakul Na Ayudhya is a Lecturer in Human Resource Management at Middlesex University Business School, UK
Inhaltsangabe
Preface: How to use this bookIntroduction Section 1: The influences and shapers of HR strategy Ethics(1): Corporate governance and HRM Ethics(2): Corporate social responsibility and HRM Managing HR in differing national contexts The future of work: Beyond utopian and dystopian views The economic environment: Corporate finance and HRM Politics, the regulatory environment and HRM HRM and socio-demographics: Age diversity and the future workforce Integrating and applying the external drivers into HR strategy Section 2: HR processes and practices Critical issues in people resourcing(1): Measuring 'performance' in HRM Critical issues in people resourcing(2): The dilemmas with outsourcing and offshoring Critical issues in employee relations(1): From employee Consent to employee engagement Critical issues in employee relations(2): Individualism, unitarism and employee voice Critical issues in learning and development: Beyond the learning organisation Critical issues in reward management Critical issues in equality and diversity(1): Gender equity and the inadequacy of the work-life-balance narrative Critical issues in equality and diversity(2): Defining and challenging institutional racism Critical issues in euality and dversity(3): Disability discrimination and the modern workplace Section 3: Contextualising HRM: Sectoral vews of HR pactice HRM in manufacturing HRM in private services HRM in public services HRM in the not-for-profit sector Section 4: Conclusions Future Issues: Five national and five global challenges for HRM
Preface: How to use this bookIntroduction Section 1: The influences and shapers of HR strategy Ethics(1): Corporate governance and HRM Ethics(2): Corporate social responsibility and HRM Managing HR in differing national contexts The future of work: Beyond utopian and dystopian views The economic environment: Corporate finance and HRM Politics, the regulatory environment and HRM HRM and socio-demographics: Age diversity and the future workforce Integrating and applying the external drivers into HR strategy Section 2: HR processes and practices Critical issues in people resourcing(1): Measuring 'performance' in HRM Critical issues in people resourcing(2): The dilemmas with outsourcing and offshoring Critical issues in employee relations(1): From employee Consent to employee engagement Critical issues in employee relations(2): Individualism, unitarism and employee voice Critical issues in learning and development: Beyond the learning organisation Critical issues in reward management Critical issues in equality and diversity(1): Gender equity and the inadequacy of the work-life-balance narrative Critical issues in equality and diversity(2): Defining and challenging institutional racism Critical issues in euality and dversity(3): Disability discrimination and the modern workplace Section 3: Contextualising HRM: Sectoral vews of HR pactice HRM in manufacturing HRM in private services HRM in public services HRM in the not-for-profit sector Section 4: Conclusions Future Issues: Five national and five global challenges for HRM
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