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This book presents Human Resource Management (HRM) as a tool for
improving the performance of organizations in developing and
transitional countries. It does this through the presentation of an
integrated model of human resource management, informed by the
practical realities of applying such a model in developing and
transitional countries. Using exercises and real-life examples, the
authors emphasize the need to practise (and to study) HRM in
context, taking account of the contrast between what theory says
should happen and what actually happens in practice. Having
introduced a strategic model of HRM, the book explores the key HRM
activities of human resource planning, job analysis, managing pay,
recruitment and selection, performance management, learning and
training, job reduction and employee relations. The authors stress
that every HRM model must be critically assessed in the particular
setting in which it is being used, and then adopted, adapted or
abandoned. This process of critical adaptation of international
models of 'good practice' is the essence of global HRM. This
textbook offers a clear and highly accessible introduction to the
theory and practice of HRM in developing and transitional
countries. It has been designed for students on a wide range of
human resource oriented courses, including development management
and administration. It will also be a valuable reference tool for
HRM practitioners in the private and public sector and in NGOs.
This book presents Human Resource Management (HRM) as a tool for
improving the performance of organizations in developing and
transitional countries. It does this through the presentation of an
integrated model of human resource management, informed by the
practical realities of applying such a model in developing and
transitional countries. Using exercises and real-life examples, the
authors emphasize the need to practise (and to study) HRM in
context, taking account of the contrast between what theory says
should happen and what actually happens in practice. Having
introduced a strategic model of HRM, the book explores the key HRM
activities of human resource planning, job analysis, managing pay,
recruitment and selection, performance management, learning and
training, job reduction and employee relations. The authors stress
that every HRM model must be critically assessed in the particular
setting in which it is being used, and then adopted, adapted or
abandoned. This process of critical adaptation of international
models of 'good practice' is the essence of global HRM. This
textbook offers a clear and highly accessible introduction to the
theory and practice of HRM in developing and transitional
countries. It has been designed for students on a wide range of
human resource oriented courses, including development management
and administration. It will also be a valuable reference tool for
HRM practitioners in the private and public sector and in NGOs.
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