Providing all the research, models and theory needed for an HR master's 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 was emeritus professor of Human Resource Management at University of Manchester, UK and a Chartered Companion of the CIPD. Adrian Wilkinson is a professor and was founding director of the Centre for Work, Organisation and Wellbeing at Griffith University, Australia and a Chartered Fellow of the CIPD. Rory Donnelly is Professor of HRM at the University of Liverpool, UK and a Chartered Member of the CIPD. Anastasia Kynighou is a senior lecturer in Human Resource Management at Manchester Metropolitan University, UK and a Chartered Member of the CIPD.
Inhaltsangabe
Section 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 intergration; Chapter 04: International and comparative HRM; Section SECTION TWO: Responsibilities for delivering HRM; Chapter 05: The changing roles of HR professionals; Chapter 06: Line managers, leadershio and HRM; Section SECTION THREE: HRM practices and processes; Chapter 07: Resourcing and talent management; Chapter 08: Performance management and development; Chapter 09: Implementing HR strategy; Chapter 10: Managing employment relations; Chapter 11: Employee participation, engagement and voice; Chapter 12: Human capital management strategy; Section SECTION FOUR: HRM and performance from a business perspective; Chapter 13: HRM and performance; Chapter 14: Research skills and project management
Section 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 intergration; Chapter 04: International and comparative HRM; Section SECTION TWO: Responsibilities for delivering HRM; Chapter 05: The changing roles of HR professionals; Chapter 06: Line managers, leadershio and HRM; Section SECTION THREE: HRM practices and processes; Chapter 07: Resourcing and talent management; Chapter 08: Performance management and development; Chapter 09: Implementing HR strategy; Chapter 10: Managing employment relations; Chapter 11: Employee participation, engagement and voice; Chapter 12: Human capital management strategy; Section 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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