The Oxford Handbook of Human Resource Management
Series: Oxford Handbooks;
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80 141 Ft
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Product details:
- Publisher OUP Oxford
- Date of Publication 25 January 2007
- ISBN 9780199282517
- Binding Hardback
- No. of pages680 pages
- Size 246x171 mm
- Weight 1307 g
- Language English
- Illustrations numerous line drawings, 3 tables 0
Categories
Short description:
Human Resource Management is central to management teaching and research, and has emerged in the last decade as a significant field from its earlier roots in Personnel Management, Industrial Relations, and Industrial Psychology. The editors have gathered leading international academics from a range of fields to consider the state of the discipline.
MoreLong description:
HRM is central to management teaching and research, and has emerged in the last decade as a significant field from its earlier roots in Personnel Management, Industrial Relations, and Industrial Psychology. People Management and High Performance teams have become key functions and goals for manager at all levels in organizations.
The Oxford Handbook brings together leading scholars from around the world - and from a range of disciplines - to provide an authoritative account of current trends and developments. The Handbook is divided into four parts:
* Foundations and Frameworks,
* Core Processes and Functions,
* Patterns and Dynamics,
* Measurement and Outcomes.
Overall it will provide an essential resource for anybody who wants to get to grips with current thinking, research, and development on HRM.
This excellent Handbook provides a valuable insight into the main issues that currently preoccupy the field of human resource management ... the book is remarkable. It contains many first-rate chapters written by leading authorities.
Table of Contents:
Human Resource Management: Scope, Analysis, and Significance
Part I: Foundations and Frameworks
The Development of Human Resource Management in Historical and International Perspective
The Goals of HRM
Economics and Human Resource Management
Strategic Management and HRM
Organizational Theory and HRM
Human resource management and the worker: towards a new psychological contract?
HRM and the Worker: Labour Process Perspectives
HRM and Societal Embeddedness
Part 2: Core Processes and Functions
Work Organization
Employment sub-systems and the 'HR architecture'
Employee Voice Systems
EEO and the Management of Diversity
Recruitment Strategy
Selection Decision-Making
Training, Development and Competency
Renumeration: Pay Effects at Work
Performance Management
Part 3: Patterns and Dynamics
HRM Systems and the Problem of Internal Fit
HRM and Contemporary Manufacturing
Service Strategies: Marketing, Operations, and Human Resource Practices
HRM and Knowledge Workers
HRM and the New Public Management
Multinational Companies and Global HR Strategy
Transnational Firms and Cultural Diversity
Part 4: Measurement and Outcomes
HRM and Business Performance
Modeling Human Resource Management and Performance Linkages
Family-friendly, Equal Opportunity and High-involvement Management in Britain
Social Legitimacy of the Human Resource Management Profession: A U.S. Perspective
