Strategic Human Resource Development

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SAGE Publications, Feb 18, 2003 - Business & Economics - 224 pages
`I thoroughly enjoyed this book which is well-argued, well-structured and superbly referenced. It will be of value to those studying change and strategic management and human resource development at masters level.... Whether it heralds a new approach to organizational change for the new century remains to be seen but it most certainly demolishes many of the recipes of the final part of the last one!' - The Leadership & Organization Development Journal

By challenging the reactive, prescriptive and formulaic theories of late 20th century change management, Strategic Human Resource Development seeks to draw the boundaries for a new discipline that views change as an internal and proactive approach to organizations.

As middle managers, supervisors and team leaders become increasingly involved in change, they need to learn how to become proactive by developing change from within. Leadership, strategy and critical thinking are today no longer simply the prerogatives of the top team.

Strategic Human Resource Development provides a new perspective on managing change for the 21st century. In doing so, it promotes a more enlightened, ethical and skills-focused vision of change management by placing human resources back where they belong - at the forefront of the change agenda. This book is designed to show these skills to students at the master's level of change management, strategic management and human resource development.

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Contents

The roots of strategic human resource development
5
the evolution of strategic human resource
38
3 Analysing culture
62
Copyright

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