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Inhaltsangabe
Section 1 The Human Resource Function in Transition.- The Tie That Binds - Has Become Very, Very Frayed!.- Human Resource Management: The Right Hand of Strategy Implementation.- Human Resource Planning, 1990s Style.- Section 2 The Strategic Human Resource Planning.- Linking Human Resource and Business Strategies.- The Challenge of Human Resource Management: Adding Value.- Strategic Human Resource Planning: Why and How?.- Section 3 Mergers and Acquisitions.- Strategies for Managing Human Resources During Mergers and Acquisitions: An Empirical Investigation.- Communication During a Merger: The Experience of Two Banks.- The Strategic Adaptation Process In International Human Resource Management: A Case Study.- Section 4 Performance Appraisal and Performance Management.- Competitive Human Resource Advantage Through the Strategic Management of Performance.- Implementing Performance Management and Recognition and Rewards (PMRR) Systems at the Strategic Level: A Line Management-Driven Effort.- Section 5 Compensation.- Aligning Executive Total Compensation with Business Strategy.- The Strategic Role of Compensation.- Section 6 Succession Planning and Executive Development.- Developing Executives Through Work Experiences.- Crafting Competitiveness: Toward a New Paradigm for Executive Development.- Middle and Late Career Problems: Causes, Consequences, and Research Needs.- Designing Career Development Systems: Principles and Practices.- Section 7 Strategic Responses to Changing Work and Family Issues.- Understanding Organizational Adaptation to Change: The Case of Work-Family Issues.- Work and Family: The New Strategic Plan.- References.
Section 1 The Human Resource Function in Transition.- The Tie That Binds - Has Become Very, Very Frayed!.- Human Resource Management: The Right Hand of Strategy Implementation.- Human Resource Planning, 1990s Style.- Section 2 The Strategic Human Resource Planning.- Linking Human Resource and Business Strategies.- The Challenge of Human Resource Management: Adding Value.- Strategic Human Resource Planning: Why and How?.- Section 3 Mergers and Acquisitions.- Strategies for Managing Human Resources During Mergers and Acquisitions: An Empirical Investigation.- Communication During a Merger: The Experience of Two Banks.- The Strategic Adaptation Process In International Human Resource Management: A Case Study.- Section 4 Performance Appraisal and Performance Management.- Competitive Human Resource Advantage Through the Strategic Management of Performance.- Implementing Performance Management and Recognition and Rewards (PMRR) Systems at the Strategic Level: A Line Management-Driven Effort.- Section 5 Compensation.- Aligning Executive Total Compensation with Business Strategy.- The Strategic Role of Compensation.- Section 6 Succession Planning and Executive Development.- Developing Executives Through Work Experiences.- Crafting Competitiveness: Toward a New Paradigm for Executive Development.- Middle and Late Career Problems: Causes, Consequences, and Research Needs.- Designing Career Development Systems: Principles and Practices.- Section 7 Strategic Responses to Changing Work and Family Issues.- Understanding Organizational Adaptation to Change: The Case of Work-Family Issues.- Work and Family: The New Strategic Plan.- References.
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