The Second Edition of this highly successful course reader provides a comprehensive, contemporary and critical review of the key issues in strategic human resource management. The book draws upon the work of some of the most influential and insightful writers on the subject of the strategic management of people in organizations. Through a series of carefully edited articles, students can explore current thinking on topics as diverse as performance, pay, process reengineering, structure, ethics, culture, change and leadership. This volume moves beyond strategic human resource management from the perspective of the policy setter. The book informs but also questions and, while recognising the legitimacy and importance of management perspectives, also captures the experience of workers on the receiving end of strategic initiatives. Students will be encouraged to consider core issues and difficult questions, such as: " How should employees respond to the missionary zeal of their employers? " How can we explain the increasing influence of gangmasters? " What are the effects of management training on the identities of managers? " Has strategic HRM been transformed from a model of commitment to one of exploitation? Strategic Human Resource Management has been designed to meet the needs of course teaching at advanced undergraduate and postgraduate levels. It is an invaluable text that will help define the complex agenda of human resource management, strategy and organisations for students.
The Second Edition of this highly successful course reader provides a comprehensive, contemporary and critical review of the key issues in strategic human resource management. The book draws upon the work of some of the most influential and insightful writers on the subject of the strategic management of people in organizations. Through a series of carefully edited articles, students can explore current thinking on topics as diverse as performance, pay, process reengineering, structure, ethics, culture, change and leadership. This volume moves beyond strategic human resource management from the perspective of the policy setter. The book informs but also questions and, while recognising the legitimacy and importance of management perspectives, also captures the experience of workers on the receiving end of strategic initiatives. Students will be encouraged to consider core issues and difficult questions, such as: " How should employees respond to the missionary zeal of their employers? " How can we explain the increasing influence of gangmasters? " What are the effects of management training on the identities of managers? " Has strategic HRM been transformed from a model of commitment to one of exploitation? Strategic Human Resource Management has been designed to meet the needs of course teaching at advanced undergraduate and postgraduate levels. It is an invaluable text that will help define the complex agenda of human resource management, strategy and organisations for students.
This volume brings together a range of contributions which explore not only the advantages but also the complexities of a strategic approach to human resource management. Deliberately broad in scope to reflect the organization-wide ramifications of HRS, combining theoretical analyses alongside case studies of HRS in practice, this book offers a review of this crucial topic. The book begins by addressing key themes and debates within the field, including the limiting assumptions which underpin the of HRS in the public and non-profit sectors, and the contradictions that may arise between competitive business strategies and long-term, integrated human resource strategies. This first section also presents examples of how effective HRS can lead to improved competitive performance. Succeeding sections focus on three core organizational arenas inevitably implicated in strategic human resource management - organizational culture is critically analysed, as is the role of culture in facilitating or inhibiting organizational change. Finally, the book considers a number of personnel issues central to the development of HRS.
In this book, Graeme Salaman gathers the best contributions to our understanding of decision making and assembles them to form a coherent and sustained analysis of the key factors that influence decision making. The selected articles are stimulating, provocative and analytical, resulting in a critical and comprehensive analysis of decision making. The author presents essential readings concerned with: * the importance of decisions * the processes of decision-making and the implications of 'flawed' decision-making * studies patterns of decision-making: how can they be described and explained? This work is designed as a resource for anyone seeking an understanding of the changing nature of organizations and the world of business.
In this book, Graeme Salaman gathers the best contributions to our understanding of decision making and assembles them to form a coherent and sustained analysis of the key factors that influence decision making. The selected articles are stimulating, provocative and analytical, resulting in a critical and comprehensive analysis of decision making. The author presents essential readings concerned with: * the importance of decisions * the processes of decision-making and the implications of 'flawed' decision-making * studies patterns of decision-making: how can they be described and explained? This work is designed as a resource for anyone seeking an understanding of the changing nature of organizations and the world of business.
Few would disagree with the principle that successful achievement of an organization's overall strategic objectives is bound up with the design and implementation of appropriate human resource strategies (HRS). Yet many questions remain about what is entailed in implementing effective HRS. This volume brings together a range of outstanding contributions which explore not only the advantages but also the complexities of a strategic approach to human resource management. Deliberately broad in scope to reflect the organization-wide ramifications of HRS, combining theoretical analyses alongside case studies of HRS in practice, the book offers a fascinating review of this crucial topic. The book begins by addressing key themes and debates within the field about the nature and role of human resource management. Succeeding sections then focus on three core organizational arenas inevitably implicated in strategic human resource management - organizational structure, culture and personnel strategies. Human Resource Strategies is a Course Reader for the Open University Course B884 Human Resource Strategies.
