Human Resource Management: A Managerial Perspective

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Cengage Learning EMEA, 2001 - Business & Economics - 388 pages
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Written for students who need to understand the line manager's responsibilities in human resourcing issues, this comprehensive text covers the 'core curriculum' of mainstream HRM topics along with specific applications such as international and small-business contexts. The team of expert contributors focus on the line manager's perspective relating established theory to real practice throughout the text.This edition includes a new chapter on negotiation and a greater focus on strategic and continuous development within the coverage of training. Reflecting current trends in HRM, there is also additional and expanded material on the impact of information technology, the development of models of strategic HRM, the management of workforce diversity and ethics and HRM.
 

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Really you can design very accurate business plans form this very valuable book

Contents

landmark developments
6
Chapter summaries
19
Creating a diverse culture
32
Conclusion
60
Training and development
79
Some principles of training programme design
87
Revisiting commitment
93
Questions
103
IHRM and managing strategic alliances and joint ventures
218
Performance management in the international arena
224
Questions
231
Information technology transformer of organizations
237
New attitudes and expectations
244
Technology in support of HRM
252
References and further reading
258
Human resource management in the smaller business
264

Definitions of involvement and participation
114
For employees how participative are participation processes?
121
Three ways of viewing participation processes
128
strategy systems and rewards
141
Goal setting and monitoring performance
154
Rewarding performance
160
Conclusion
173
Managing performance and conduct
179
the organizational context
186
Grievance
197
References
203
International management development
212
Managing the transition from simple to complex organization
271
Summary
277
Environmental factors as organizational drivers
284
Strategy human resource management and change
291
context and intervention type
306
Legal briefing
335
Outcomes of the negotiation process
341
Organization of negotiations
347
Final comments
362
Index
381
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About the author (2001)

Nelarine Cornelius is Lecturer in HRM at Brunel University.

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