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In this book, the authors relate Total Quality Management (TQM) to
the broader organisation and environment in the context in which
TQM is located, bringing in consideration of organisational culture
and structure, of employee relations and the balance of power
between management and employees and the role of Human Resource
Management. This involves a critical appraisal of TQM, considering
both the way in which employees perceive its operation in practice
and the question of 'who gains what' from TQM.
A leading textbook in its field, Human Resource Management at Work
is a comprehensive guide to the theory and practice of HRM. Aligned
to the CIPD Level 7 qualification yet also relevant on non-CIPD
accredited HR masters courses, this book covers everything students
need to excel in their academic studies and will ensure that they
can hit the ground running in a practitioner role after university.
Divided into four key parts, the first part of the book covers HRM
strategy and the global context, the forces shaping HRM at work and
international and comparative HRM. Part Two discusses the role of
HR professionals and line managers in the workplace, and how the
responsibilities for delivering effective HR vary in a changing
world of work, Part Three has expert coverage of the key areas of
HR including resourcing and talent management, learning and
development (L&D), reward and employment relations. The final
part examines the impact that HRM can have on business performance
and also outlines the key knowledge and skills required to carry
out a business research project. Fully updated through, this
seventh edition now has new coverage of diversity and inclusion
(D&I), workplace analytics, ethics, wellbeing and precarious
work as well as additional coverage of the alignment of HRM with
organisational strategy and the integration of different components
of HRM. Human Resource Management at Work includes new global case
studies, reflective practice activities to encourage critical
thinking, exercises to help the consolidation of learning and
'explore further' boxes to encourage wider reading. Online
supporting resources include an instructor's manual and lecture
slides.
A leading textbook in its field, Human Resource Management at Work
is a comprehensive guide to the theory and practice of HRM. Aligned
to the CIPD Level 7 qualification yet also relevant on non-CIPD
accredited HR masters courses, this book covers everything students
need to excel in their academic studies and will ensure that they
can hit the ground running in a practitioner role after university.
Divided into four key parts, the first part of the book covers HRM
strategy and the global context, the forces shaping HRM at work and
international and comparative HRM. Part Two discusses the role of
HR professionals and line managers in the workplace, and how the
responsibilities for delivering effective HR vary in a changing
world of work, Part Three has expert coverage of the key areas of
HR including resourcing and talent management, learning and
development (L&D), reward and employment relations. The final
part examines the impact that HRM can have on business performance
and also outlines the key knowledge and skills required to carry
out a business research project. Fully updated through, this
seventh edition now has new coverage of diversity and inclusion
(D&I), workplace analytics, ethics, wellbeing and precarious
work as well as additional coverage of the alignment of HRM with
organisational strategy and the integration of different components
of HRM. Human Resource Management at Work includes new global case
studies, reflective practice activities to encourage critical
thinking, exercises to help the consolidation of learning and
'explore further' boxes to encourage wider reading. Online
supporting resources include an instructor's manual and lecture
slides.
This major new book examines the way in which employment is managed
across organizational boundaries. It analyses how public-private
partnerships, franchises, agencies and other forms of inter-firm
contractual relations impact on work and employment and the
experiences of those working in these increasingly significant
forms of organization. It draws upon research undertaken in eight
separate networks comprising over 50 organizations to explore the
fragmentating effects of contemporary changes in the organization
of work and employment relationships. It considers the consequences
of increased reliance upon inter-organizational mechanisms for
producing goods and especially for delivering services. It argues
that established analyses continue to rely too heavily upon a model
of the single employing organization whereas today the situation is
often more complex and confused. Public-private 'partnerships' are
one high profile example of this phenomenon but private enterprises
are also developing new relations with their clients and customers
that impinge upon the nature of the employment relationship.
Established hierarchical forms are becoming disordered, with
consequences for career patterns, training and skills, pay
structures, disciplinary practice, worker voice, and the gendered
division of labor. The findings of the study raise questions about
the governance of such complex organizational forms, the
appropriateness of current institutions for addressing this
complexity, and the challenge of harnessing of employee commitment
in circumstances where human resource practices are shaped by
organizations other than the legal employer. Using an analytical
schema of three dimensions (institutional, organizational,
employment) and four themes (power, risk, identity, trust), the
authors adopt an inter-disciplinary perspective to address these
complex and critically important practical, policy and theoretical
concerns. Fragmenting Work will be vital reading for all those
wishing to understand the contemporary realities of work and
employment.
This major new book examines the way in which employment is managed
across organizational boundaries. It analyses how public-private
partnerships, franchises, agencies and other forms of inter-firm
contractual relations impact on work and employment and the
experiences of those working in these increasingly significant
forms of organization. it draws upon research undertaken in eight
separate networks comprising over 50 organizations to explore the
fragmentating effects of contemporary changes in the organization
of work and employment relationships. It considers the consequences
of increased eliance upon inter-organizational mechanisms for
producing goods and especially for delivering services. It argues
that established analyses continue to rely too heavily upon a mocel
of the single employing organization whereas today the situation is
often more complex and confused. Public-private 'partnerships' are
one high profile example of this phenomenon but private enterprises
are also developing new relations with their clients and customers
that impinge upon the nature of the employment relationship.
Established hierarchical forms are becoming disordered, with
consequences for career patterns, training and skills, pay
structures, disciplinary practice, worker voice, and the gendered
division of labor. The findings of the study raise questions about
the governance of such complex organizational forms, the
appropriateness of current institutions for addressing this
complexity, and the challenge of harnessing of employee commitment
in circumstances where human resource practices are shaped by
organizations other than the legal employer. Using an analytical
schema of three dimensions (institutional, organizational,
employment) and four themes (power, risk, identity, trust), the
authors adopt an inter-disciplinary perspective to address these
complex and critically important practical, policy and theoretical
concerns. Fragmenting Work will be vital reading for all those
wishing to understand the contemporary realities of work and
employment.
Employee participation encompasses the range of mechanisms used to
involve the workforce in decisions at all levels of the
organization--whether direct or indirect--conducted with employees
or through their representatives. In its various guises, the topic
of employee participation has been a recurring theme in industrial
relations and human resource management. One of the problems in
trying to develop any analysis of participation is that there is
potentially limited overlap between these different disciplinary
traditions, and scholars from diverse traditions may know
relatively little of the research that has been done elsewhere.
Accordingly in this book, a number of the more significant
disciplinary areas are analyzed in greater depth in order to ensure
that readers gain a better appreciation of what participation means
from these quite different contextual perspectives.
Not only is there a range of different traditions contributing to
the research and literature on the subject, there is also an
extremely diverse sets of practices that congregate under the
banner of participation. The handbook discusses various arguments
and schools of thought about employee participation, analyzes the
range of forms that participation can take in practice, and
examines the way in which it meets objectives that are set for it,
either by employers, trade unions, individual workers, or, indeed,
the state.
In doing so, the handbook brings together leading scholars from
around the world who present and discuss fundamental theories and
approaches to participation in organization as well as their
connection to broader political forces. These selections address
the changing contexts of employee participation, different
cultural/ institutional models, old/'new' economy models, shifting
social and political patterns, and the correspondence between
industrial and political democracy and participation.
About the Series
Oxford Handbooks in Business & Management bring together the
world's leading scholars on the subject to discuss current research
and the latest thinking in a range of interrelated topics including
Strategy, Organizational Behavior, Public Management, International
Business, and many others. Containing completely new essays with
extensive referencing to further reading and key ideas, the
volumes, in hardback or paperback, serve as both a thorough
introduction to a topic and a useful desk reference for scholars
and advanced students alike.
Employee participation encompasses the range of mechanisms used to
involve the workforce in decisions at all levels of the
organization - whether direct or indirect - conducted with
employees or through their representatives. In its various guises,
the topic of employee participation has been a recurring theme in
industrial relations and human resource management. One of the
problems in trying to develop any analysis of participation is that
there is potentially limited overlap between these different
disciplinary traditions, and scholars from diverse traditions may
know relatively little of the research that has been done
elsewhere. Accordingly in this book, a number of the more
significant disciplinary areas are analysed in greater depth in
order to ensure that readers gain a better appreciation of what
participation means from these quite different contextual
perspectives.
Not only is there a range of different traditions contributing to
the research and literature on the subject, there is also an
extremely diverse sets of practices that congregate under the
banner of participation. The handbook discusses various arguments
and schools of thought about employee participation, analyzes the
range of forms that participation can take in practice, and
examines the way in which it meets objectives that are set for it,
either by employers, trade unions, individual workers, or, indeed,
the state.
In doing so, the Handbook brings together leading scholars from
around the world who present and discuss fundamental theories and
approaches to participation in organization as well as their
connection to broader political forces. These selections address
the changing contexts of employee participation, different
cultural/ institutional models, old/'new' economy models, shifting
social and political patterns, and the correspondence between
industrial and political democracy and participation.
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