The Handbook of Human Resource Management

Herausgeber: Towers, Brian

• Broschiertes Buch

Produktbeschreibung

The new edition of The Handbook of Human Resource Management has been thoroughly updated by leading international specialists to provide wide-ranging overviews of developments worldwide from the UK, Continental Europe, USA and Australia - including Japanese HRM practices in the UK and US. The second edition provides an update of all the chapters from the first edition, including: * Selection. * Performance Appraisal. * Employee Commitment and Involvement. * Performance and Reward. * Training. * Flexibility and Women in the Labour Force. Plus, for the first time, chapters on HRM in public sector organizations, its role in the development of business ethics, and HRM in information technology. The cases retain updated studies of Ford, Sainsbury and the controversial Rosyth Royal Dockyard, as well as new cases of teamworking in an electronics multinational, and two studies from Ghana and Korea on the impact of national culture on management.

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Produktdetails

• Verlag: Wiley
• 2nd Revised edition
• Seitenzahl: 564
• Erscheinungstermin: 9. Dezember 1996
• Englisch
• Abmessung: 229mm x 152mm x 33mm
• Gewicht: 905g
• ISBN-13: 9780631198512
• ISBN-10: 0631198512
• Artikelnr.: 21206280

Autorenporträt

Brian Towers teaches in the Department of Human Resource Management, Nottingham Business School, Nottingham Trent University. He is the founder and editor of Industrial Relations Journal and an ACAS arbitrator with extensive experience in the practice of industrial relations and human resource management.

Inhaltsangabe

Part I: Contexts: .
1. Human Resource Management in the United Kingdom: David Guest (Birckbeck
College, University of London).
2. Human Relations Management in the USA: George Strauss (University of
California).
3. Human Resource Management in Japanese Manufacturing Companies in the UK
and USA: Barry Wilkinson (University of Bath) and Nick Oliver (University
of Cambridge).
4. Human Resource Management: The European Dimension: Paul Kirkbride
(Ashridge Management College and University of Hertfordshire).
5. Industrial Relations Reform and Organizational Change: Towards Strategic
Human Resource Management in Australia: Greg Bamber and Richard B. Sappey
(Queensland University of Technology).
6. Trade Unions and Human Resource Management: P. B. Beaumont (University
of Glasgow).
7. Human Resource Management: A Sceptical Look: Ramsumair Singh (University
of Lancaster).
Part II: Practice:.
8. Ethics, Strategy and Human Resource Management: Delivering Value to the
Employee: Paul Miller (University of Newcastle upon Tyne).
9. Human Resource Management and Selection: Better Solutions or New
Dilemmas?: Dora Scholarios and Cliff Lockyer (University of Strathclyde).
10. Performance Appraisal: Gordon Anderson (Glasgow Caledonian University).
11. Involvement, Empowerment and Commitment: Harvie Ramsay (University of
Strathclyde).
12. Workforce Flexibility: Paul Blyton (Cardiff Business School).
13. Human Resource Management and Flexibility in Pay: New Solutions or Old
Problems?: Cliff Lockyer (University of Strathclyde).
14. Training and Development: The Employers' Responsibility?: Jeff Hyman
(University of Strathclyde).
15. Human Resource Management and Women: The Vision of the Gender Blind?:
Jean Woodall (Kingston Business School).
16. Human Resource Management in the Public Sector: Chris Moore (University
of Strathclyde).
17. Managing Human Resources in the Information Age: John A. Taylor and
Helen D. McIntosh (Glasgow Caledonian University and Napier University).
Part III: Cases:.
Case 1: 'Honey and Vinegar': Ford Motor Company's move to Human Resource
Management: Alan McKinlay (University of Stirling) and Ken Starkey
(University of Nottingham).
Case 2: Culture Change through Training: The Case of Sainsbury: Allan
Williams and Paul Dobson (City University Business School).
Case 3: Business and HRM Strategies: The Case of Rosyth Dockyard, Scotland:
James Kelly and John Gennard (University of Strathclyde).
Case 4: Human Resource Management at Bayer Diagnostics Manufacturing Ltd:
Laurie Hunter and P. B. Beaumont (University of Glasgow).
Case 5: Commitment and Conflict: Worker Resistance to HRM in the
Microelectronics Industry: Alan McKinlay and Phil Taylor (University of
Stirling and University of Strathclyde).
Case 6: Managing in Different Cultures: The Case of Ghana: Katherine
Gardiner (Sheffield Business School).
Case 7: Managers' Work Values in Different Cultures: The Case of the Korea
Electric Power Corporation: Young Ha Lee (Seoul Training Centre).