Providing all the research, models and theory needed for an HR masters degree and the examples and context necessary to excel as an HR professional.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Mick Marchington, Adrian Wilkinson, Rory Donnelly, Anastastia Kynighou
Inhaltsangabe
Section ONE: HRM, strategy and the global context; Chapter 01: HRM, strategy, and diversity and inclusion; Chapter 02: Forces shaping HRM at work; Chapter 03: HRM, alignment and integration; Chapter 04: International and comparative HRM; Section TWO: Responsibilities for delivering HRM; Chapter 05: The changing roles of HR professionals 155 Chapter 06: Line managers, leadership and HRM; Section THREE: HRM practices and processes; Chapter 07: Resourcing and talent management 225 Chapter 08: Performance management and development; Chapter 09: Learning and knowledge development; Chapter 10: Managing employment relations; Chapter 11: Employee participation, engagement and voice; Chapter 12: Reward management; Section FOUR: HRM and performance from a business perspective; Chapter 13: HRM and performance; Chapter 14: Research skills and project management
Section ONE: HRM, strategy and the global context; Chapter 01: HRM, strategy, and diversity and inclusion; Chapter 02: Forces shaping HRM at work; Chapter 03: HRM, alignment and integration; Chapter 04: International and comparative HRM; Section TWO: Responsibilities for delivering HRM; Chapter 05: The changing roles of HR professionals 155 Chapter 06: Line managers, leadership and HRM; Section THREE: HRM practices and processes; Chapter 07: Resourcing and talent management 225 Chapter 08: Performance management and development; Chapter 09: Learning and knowledge development; Chapter 10: Managing employment relations; Chapter 11: Employee participation, engagement and voice; Chapter 12: Reward management; Section FOUR: HRM and performance from a business perspective; Chapter 13: HRM and performance; Chapter 14: Research skills and project management
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