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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.
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.
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.
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