Synopses & Reviews
Building on the success of the first edition, Christopher Mabey and Graeme Salaman are joined by John Storey in producing an even more comprehensive and thoroughly revised textbook.
Synopsis
The revised and up-dated second edition of this successful text builds on readers' prior knowledge of managing people in organizations by introducing the possibilities and difficulties of managing human resources using a more strategic method.
The book examines and evaluates a series of strategic HR prescriptions and ideas conceptually, theoretically, and practically to assess their value in different organizational contexts. It locates and evaluates the distinctive contribution of HR practices and appraises a range of conceptualized approaches. Human Resource Management: A Strategic Introduction reviews the potential contribution of HRM to the arena of strategic decision-making and draws conclusions concerning the status of HRS and HR theories as we enter a new millenium.
Synopsis
Building on the success of the first edition, Christopher Mabey and Graeme Salaman are joined by John Storey in producing an even more comprehensive and thoroughly revised textbook. Human Resource Management: A Strategic Introduction builds on readers' prior knowledge of managing people in organizations by introducing the possibilities and difficulties of managing human resources and orchestrating change in a more strategic manner.A series of strategic HR prescriptions and ideas is examined and evaluated conceptually, theoretically and practically to assess their value in different organizational contexts: The practice of HRS - the distinctive contribution of HR practices is located and evaluated.The experience of HRS - where possible experiences of HR interventions are documented.The concept of HRS - a range of conceptualized approaches are appraisedThe polemic of HRS - where necessary the roots as well as the current rhetoric of HRS are explored.Human Resource Management: A Strategic Introduction reviews the potential contribution of HRM to the arena of strategic decision-making and draws conclusions concerning the 'status' of HRS and HR theorising in the new millennium.
About the Author
Christopher Mabey is a senior lecturer and Head of the centre for Human Resources and Change Management at the Open Business School. A Chartered Occupational Psychologist, he researches, writes and consults widely on individual and organizational development.
Graeme Salaman is Reader in Sociology in the Social Science faculty of the Open University. He has published extensively over many years in the sociology of work and organizations, and in human resource strategies.
John Storey is Senior Lecturer in Human Resource Management at Loughborough University Business School. He is the author of three previous books including the highly successful New Perspectives on Human Resource Management.
Table of Contents
Acknowledgements.
List of Figures.
List of tables.
Preface.
Introduction..
Part 1: SHRM: A New Way of Managing?.
1. The Nature, Origins and Implications of SHRM.
2. Linking Organizational and Human Resource Strategies.
3. SHRM in a Global Context..
Part 2: Managing Performance.
4. Performance Management Strategies.
5. Training and Development Strategies.
6. International Human resource Strategies..
Part 3: Managing Structures.
7. Organizational Structuring and Restructuring.
8. Beyond Organizational Structure: The End of Classical Forms?.
9. Employment Relations..
Part 4: Managing Learning.
10. Learning Organizations.
11. Promoting Learning in Organizations.
12. Managing the Process of Training and Development..
Part 5: Managing Change.
13. Change Management Strategies and Assumptions.
14. Change Management Choices and Outcomes.
15. The Role of Culture in Organizational Performance.
16. The Possibilities of Culture Change..
Part 6: Managing Meaning.
17. Some Key Difficulties.
18. SHRM - The Redefining of People and Organizations.
Index.