First published in 1988, this book offers a comprehensive description of the functions and performance of organisational surveys from a wide range of European experts in the field. The book examines the utility of organisational surveys as a method of research for the social sciences and as a support for employee relations strategies and personnel policies. It looks at the broad question of 'what are the key dimensions of an organisation with which managers and researchers should be concerned?' and at how they can be an essential element in a participative management approach to employee relations. Throughout, the book emphasizes the utility of surveys for the study and understanding of organisations.

First published in 1988, this book offers a comprehensive description of the functions and performance of organisational surveys from a wide range of European experts in the field. The book examines the utility of organisational surveys as a method of research for the social sciences and as a support for employee relations strategies and personnel policies. It looks at the broad question of 'what are the key dimensions of an organisation with which managers and researchers should be concerned?' and at how they can be an essential element in a participative management approach to employee relations. Throughout, the book emphasizes the utility of surveys for the study and understanding of organisations.

The extent to which organisational performance is related to the Human Resource policies and practices adopted has been a question debated by both academics and practitioners for the past two decades. This book takes the debate into the international field by drawing upon the well respected Cranet data set, which provides longitudinal and comparative data drawn from 40 countries across the world. International Human Resource Management highlights the dominant institutional factors embedded in the societal contexts of different cultures which impact on corporate HR policies and practices, and illustrates how these variables influence Human Resource Management and performance. It examines how the HR function can impact upon HR policies and influence organisational performance. It also discusses the role of the HR department; specifically, how the distribution of responsibilities between HR managers and line managers moderates the relationship between HR strategic integration and organizational performance. Finally, it investigates the impact of societal factors on the strategic integration of female HR directors. These contributions show the complexity of the relationship between HRM and organisational performance, and modify the current prevailing models of this relationship, where scant attention has been paid to institutional forces and the cultural, economic and social contexts in which organisations are located.

This book was originally published as a special issue of The International Journal of Human Resource Management.

Top Pay is an extremely topical and contentious area and compensation and benefits is a well-defined area of interest in HR. This book investigates how the field of top pay developed? Why is there so much interest in top pay? Why governments take such an interest? Separation of ownership from control. The issues of Institutional shareholding, globalisation, comparisons between countries, equity theory and government policy are all addresse

The worldwide financial crash and the ensuing recession have coincided with other significant long term changes for the Western Economies of Europe and the USA, especially the growing strength of newly developed economies, demographic and technological change, institutional crises and political uncertainty. The interconnected nature of businesses and societies mean the competitive landscape is being transformed, and new economic pressures and opportunities are producing new business models, a rebalancing of economies, and a new HRM. The application of new technology to the processes and systems of people management is spreading, in a world where competitive advantage is increasingly about how smart the management processes are, and how well people are managed. This text is the first book to analyse the way these contextual pressures are producing a game change in the human resource function of management. For anyone who has an HR role or is a line manager, or a student of management, and for those who teach, research or consult in the field, this book encapsulates these critically important trends and what they mean for managing people in the 21st Century.

The field of Human Resource Management has changed rapidly following the aftermath of the financial crisis and the recession. New approaches are now needed to succeed in a highly competitive global market place and HR staff are being asked to draw on disciplines outside their traditional comfort zone such as: marketing, information systems, corporate social responsibility and business strategy. "

Essentials of Human Resource Management 6th Edition" uniquely details a strategic explanation of how established techniques can be adapted to meet new challenges; with an introduction to organizational behaviour, as well as incorporating relevant aspects of employee relations and an overview of employment law. The new edition examines recent changes within the discipline including:

Written in an accessible manner, "Essentials of Human Resource Management 6th Edition" acts as an introduction to industrial relations that will be required reading for undergraduate students on HRM modules, the CIPD introduction courses, and well as for postgraduates on MBA programmes.

Top Pay is an extremely topical and contentious area and compensation and benefits is a well-defined area of interest in HR. This book investigates how the field of top pay developed? Why is there so much interest in top pay? Why governments take such an interest? Separation of ownership from control. The issues of Institutional shareholding, globalisation, comparisons between countries,equity theory and government policy are all addressed

The worldwide financial crash and the ensuing recession have coincided with other significant long term changes for the Western Economies of Europe and the USA, especially the growing strength of newly developed economies, demographic and technological change, institutional crises and political uncertainty. The interconnected nature of businesses and societies mean the competitive landscape is being transformed, and new economic pressures and opportunities are producing new business models, a rebalancing of economies, and a new HRM. The application of new technology to the processes and systems of people management is spreading, in a world where competitive advantage is increasingly about how smart the management processes are, and how well people are managed. This text is the first book to analyse the way these contextual pressures are producing a game change in the human resource function of management. For anyone who has an HR role or is a line manager, or a student of management, and for those who teach, research or consult in the field, this book encapsulates these critically important trends and what they mean for managing people in the 21st Century.

The extent to which organisational performance is related to the Human Resource policies and practices adopted has been a question debated by both academics and practitioners for the past two decades. This book takes the debate into the international field by drawing upon the well respected Cranet data set, which provides longitudinal and comparative data drawn from 40 countries across the world. International Human Resource Management highlights the dominant institutional factors embedded in the societal contexts of different cultures which impact on corporate HR policies and practices, and illustrates how these variables influence Human Resource Management and performance. It examines how the HR function can impact upon HR policies and influence organisational performance. It also discusses the role of the HR department; specifically, how the distribution of responsibilities between HR managers and line managers moderates the relationship between HR strategic integration and organizational performance. Finally, it investigates the impact of societal factors on the strategic integration of female HR directors. These contributions show the complexity of the relationship between HRM and organisational performance, and modify the current prevailing models of this relationship, where scant attention has been paid to institutional forces and the cultural, economic and social contexts in which organisations are located. This book was originally published as a special issue of The International Journal of Human Resource Management.

The field of Human Resource Management has changed rapidly following the aftermath of the financial crisis and the recession. New approaches are now needed to succeed in a highly competitive global market place and HR staff are being asked to draw on disciplines outside their traditional comfort zone such as: marketing, information systems, corporate social responsibility and business strategy. "

Essentials of Human Resource Management 6th Edition" uniquely details a strategic explanation of how established techniques can be adapted to meet new challenges; with an introduction to organizational behaviour, as well as incorporating relevant aspects of employee relations and an overview of employment law. The new edition examines recent changes within the discipline including:

Written in an accessible manner, "Essentials of Human Resource Management 6th Edition" acts as an introduction to industrial relations that will be required reading for undergraduate students on HRM modules, the CIPD introduction courses, and well as for postgraduates on MBA programmes.