Neil Anderson (ed.)

Fundamentals of Hrm

Herausgeber: Anderson, Neil

• Broschiertes Buch

Produktbeschreibung

Human resource management (HRM) as an international focus for research and practice is a well-established and respected branch of management science. The articles in this four-volume set are drawn from the best scholarship in the field and comprehensively cover the central currents of HRM as a discipline as well as reflecting its historical development. Advised by a panel of eminent HRM scholars, Neil Anderson has selected a collection of classic and field-defining articles. Volume One: HRM Defined and in Organization Context Volume Two: HRM Practices and Procedures I Volume Three: HRM Practices and Procedures II Volume Four: Key Debates and the Future of HRM Globally

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Produktdetails

• Verlag: Sage Publications
• Seitenzahl: 1576
• Erscheinungstermin: 19. November 2007
• Englisch
• Abmessung: 234mm x 156mm x 12mm
• Gewicht: 2889g
• ISBN-13: 9781412930802
• ISBN-10: 1412930804
• Artikelnr.: 23067924

Inhaltsangabe

Volume One HRM Defined and in Organizational Context PART ONE: THE HISTORY AND UTILITY OF HRM Gaining a Competitive Advantage through Human Resource Management Practices - R S Schuler and I C MacMillan Human Resource Management and Industrial Relations - D Guest Organizational Capability as Competitive Advantage - D Ulrich Human Resource Professionals as Strategic Partners The Impact of Human Resource Management Practices on Turnover, Productivity and Corporate Financial Performance - M A Huselid Understanding Human Resource Management in the Context of Organizations and Their Environments - S E Jackson and R S Schuler PART TWO: PERSPECTIVES AND THEORETICAL APPROACHES The People Make the Place - B Schneider Theoretical Perspectives for Strategic Human Resource Management - P M Wright and G C McMahan Human Resource Management and Performance - D Guest A Review and Research Review Article - T Keenoy HRMism and the Languages of Re-Presentation Institutional and Rational Determinants of Organizational Practice - P Gooderham, O Nordhaug and K Ringdal Human Resource Management in European Firms Understanding HRM-Firm Performance Linkages - D E Bowen and C Ostroff The Role of the
Strength
of the HRM System A Critical Assessment of the High Performance Paradigm - J Godard European Human Resource Management - W Mayrhofer and C Brewster Researching Developments over Time PART THREE: INTERNATIONAL HRM Human Resource Management and the American Dream - D Guest Strategic Human Resource Management - R S Schuler Linking the People with the Strategic Needs of the Business An Integrative Framework of Strategic International Human Resource Management - R S Schuler, P J Dowling and H De Cieri Towards a New Model of Globalizing HRM - C Brewster, P Sparrow and H Harris A Quarter-Century Review of Human Resource Management in the US - R S Schuler and S E Jackson The Growth in Importance of the International Perspective Volume Two HRM Practices and Procedures I PART ONE: SELECTION AND SOCIALIZATION OF EMPLOYEES Constructs and Assessment Center Dimensions - P R Sackett and G F Dreher Some Troubling Empirical Findings The Big Five Personality Dimensions and Job Performance - M R Barrick and M K Mount A Meta-Analysis Organizational Socialization as a Learning Process - C Ostroff and S W J Kozlowski The Role of Information Acquisition The Validity and Utility of Selection Methods in Personnel Psychology - F L Schmidt and J E Hunter Practical and Theoretical Implications of 85 Years of Research Findings PART TWO: PERFORMANCE MEASUREMENT AND MANAGEMENT The Relationship of Performance Appraisal System Characteristics to Verdicts in Selected Employment Discrimination Cases - H S Feild and W H Holley A Cognitive View of the Performance Appraisal Process - A S DeNisi, T P Cafferty and B M Meglino Model and Research Propositions Outcome Expectancies of People Who Conduct Performance Appraisals - N Napier and G P Latham Expanding the Criterion Domain to Include Elements of Contextual Performance - W C Borman and S J Motowildo Performance Management - D N Den Hartog, J P Boselie and J Paauwe A Model and Research Agenda A New Model of Work Role Performance - M A Griffin, A Neal and S K Parker Positive Behavior in Uncertain and Interdependent Contexts PART THREE: COMPENSATION AND PAYMENT SYSTEMS Effects of Compensation Strategy on Job Pay Decisions - C L Weber and S L Rynes Generalizability Analysis of a Point Method Job Evaluation System - S L Fraser, S F Cronshaw and R A Alexander A Field Study Productivity and Extra-Role Behavior - P M Wright et al The Effects of Goals and Incentives on Spontaneous Helping PART FOUR: HUMAN RESOURCES DEVELOPMENT Evaluating Training Programs - D L Kirkpatrick Evidence versus Proof The Effects of Psychologically Based Intervention Programs on Worker Productivity - R A Guzzo, R D Jette and R A Katzell A Meta-Analysis Individual Differences in Skill Learning - P L Ackerman An Integration of Psychometric and Information Processing Perspectives That
s Not My Job - S K Parker, T D Wall and P R Jackson Developing Flexible Employee Work Orientations Volume Three HRM Practices and Procedures II PART ONE: TEAMWORKING AND WORK GROUPS The Dynamics of Interdependence in Organizations - D Tijosvold Time and Transition in Work Teams - C J G Gersick Toward a New Model of Group Development Work Groups and Teams in Organizations - S W J Kozlowski and B S Bell Work Group Diversity and Group Performance - D van Knippenberg, C K W De Dreu and A C Homan An Integrative Model and Research Agenda PART TWO: LEADERSHIP AND COMMUNICATION Does the Transactional-Transformational Leadership Paradigm Transcend Organizational and National Boundaries? - B M Bass Culture-Specific and Cross-Culturally Generalizable Implicit Leadership Theories - D N Den Hartog et al Are Attributes of Charismatic/Transformational Leadership Universally Endorsed? A Meta-Analysis of the Relationship between Personality Traits and Leadership Perceptions - R G Lord, C L De Vader and G M Allinger An Application of Validity Generalization Procedures PART THREE: INNOVATION AND CREATIVITY The Social Psychology of Creativity - T M Amabile A Componential Conceptualization Personal Initiative at Work - M Frese et al Differences between East and West Germany Measuring Climate for Work Group Innovation - N R Anderson and M A West Development and Validation of the Team Climate Inventory PART FOUR: ORGANIZATION CULTURE, CLIMATE AND PERFORMANCE A Work-Values Approach to Corporate Culture - B M Meglino, E C Ravlin and C L Adkins A Field Test of the Value Congruence Process and Its Relationship to Individual Outcomes Violating the Psychological Contract - S L Robinson and D M Rousseau Not the Exception but the Nor Images of a Culture in Transition - J Langan-Fox and P Tan Personal Constructs of Organizational Stability and Change Climate Strength - B Schneider, A N Salvaggio and M Subirats A New Direction for Climate Research PART FIVE: STRESS, BURNOUT AND ORGANIZATION HEALTH Job Demands, Job Decision Latitude and Mental Strain - R Karasek The Measurement of Experienced Burnout - C Maslach and S E Jackson The Relationship between Coping and Emotion - S Folkman and R S Lazarus Implications for Theory and Research The Person-Environment Fit Approach to Stress - J R Edwards and C L Cooper Feeling Good-Doing Good - J M George and A P Brief A Conceptual Analysis of Mood at Work-Organizational Spontaneity Relationship Predicting Employee Life Satisfaction - P M Hart A Coherent Model of Personality, Work and Non-Work Experiences and Domain Satisfactions Volume Four Key Debates and the Future of HRM Globally PART ONE: THE UTILITY OF HRM REVISITED: ALTERNATIVE PERSPECTIVES Whither Industrial and Organizational Psychology in a Changing World of Work? - W F Cascio The Impact of Human Resource Management on Organizational Performance - B Becker and B Gerhart Progress and Prospects Best Practice and Best Fit - J Purcell Chimera or Cul-de-Sac The Link between the Management of Employees and Patient Mortality in Acute Hospitals - M A West et al The Romance of Human Resource Management and Business Performance, and the Case for Big Science - T D Wall and S J Wood PART TWO: HRM AND ORGANIZATION STRATEGY Linking Competitive Strategies with Human Resource Management Practices - R S Schuler and S E Jackson Social Identity Theory and the Organization - B E Ashforth and F Mael Modes of Theorizing in Strategic Human Resource Management - J Delery and H Doty Tests of Universalistic, Contingency and Configurational Performance Predictions Issues of Fit in Strategic Human Resource Management - J E Delery Implications for Research Human Resources and the Resource-Based View of the Firm - P M Wright, B B Dunford and S A Snell Strategists and Strategy-Making - T J Watson Strategic Exchange and the Shaping of Individual Lives and Organizational Futures PART THREE: THE DEMISE OF PERSONNEL MANAGEMENT AND THE FUTURE OF HRM From Control to Commitment in the Workplace - R E Walton
Best Practice
Human Resource Management - M Marchington and I Grugulis Perfect Opportunity or Dangerous Illusion? The Changing Role of the Corporate HR Function in Global Organizations of the Twenty-First Century - M M Novicevic and M Harvey Human Resource Practices, Organizational Climate and Customer Satisfaction - K L Rogg et al New HR Metrics - R W Beatty, M A Huselid and C E Schneier Scoring on the Business Scorecard