Human Resource Management: Contemporary Issues, Challenges, and Opportunities

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Ronald R. Sims
IAP, 2007 - Business & Economics - 623 pages
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The contributors in this book identify and clearly discuss contemporary and critical issues, challenges and opportunities in HRM. The book attempts to achieve the delicate balance between basic HRM functions, and the new world of HRM. Moreover, in a dynamic field like HRM, a complete look at contemporary HRM issues, challenges, and opportunities is a must for today's and tomorrow's students and future manages and leaders. After all, it is important for any book to undertake a current state of the field while also bridging the gap of traditional HRM activities (i.e., issues, challenges and opportunities) and the possible future state of the HRM field. An organizing principle for this book is the need to for an integrated HRM system, comprised of multiple activities, designed to influence organizational and employee behaviors. The books contributors include some basic theories and models that simultaneously consider how HRM activities like recruitment, selection, reward practices, and development activities among others are being impacted by contemporary issues, challenges and opportunities for the field of HRM, particularly HRM functions and professional as they are increasingly expected to play a role in enabling organizational managers and other employees to achieve desired organizational results. Thus, the essence of the book is that the collective chapters reflect both a functional orientation built on theory and models but also provide insights into how to translate theory into practice via the establishment of the increasingly critical role HRM procedures, practices, and processes play in accomplishing the goals and objectives in contemporary organizations.
 

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Contents

IV
3
V
37
VI
55
VII
69
VIII
111
IX
149
X
175
XI
227
XVI
349
XVII
377
XVIII
421
XIX
441
XX
455
XXI
495
XXII
515
XXIII
537

XII
253
XIII
287
XIV
303
XV
319
XXIV
573
XXV
591
XXVI
615
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Page 25 - HRD roles can include some of the following; • preparing employees for overseas assignments; includes cross-cultural training, expatriation and repatriation support, language training; • building global teams and enhancing their ability to work virtually across time and distance; • creating systems for continuous quality improvement to meet global customer expectations; • developing cross-cultural communication skills; • developing abilities in learning how to learn through action-learning...

About the author (2007)

RONALD R. SIMS is the Floyd Dewey Gottwald Senior Professor in the Graduate School of Business at the College of William and Mary, where he teaches Organization Behavior, Leadership, Business Ethics, Change Management and Human Resources Management. He is the author or co-author of 20 books, among them Teaching Business Ethics for Effective Learning (Quorum Books, 2002).

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