The Oxford Handbook of Human Resource Management
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. In this book leading international academics from a range of fields consider the state of the discipline.
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Complete 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.
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General info
Publisher & Imprint:
Oxford University Press
City:
Oxford
Pages:
680
More info:
height 245 mm
width 171 mm
weight 1099 gr
thickness 35 mm
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Age recommended:
Professional and scholarly
Subject Indexing & Classification
Dewey:(DC22) 658.3
Record updated at:
15 May, 2013
time:
12:34
Summary
The Oxford Handbook of Human Resource Management
1. Human Resource Management: Scope, Analysis, and Significance; PART I: FOUNDATIONS AND FRAMEWORKS; 2. The Development of Human Resource Management in Historical and International Perspective; 3. The Goals of HRM; 4. Economics and Human Resource Management; 5. Strategic Management and HRM; 6. Organizational Theory and HRM; 7. Human resource management and the worker: towards a new psychological contract?; 8. HRM and the Worker: Labour Process Perspectives; 9. HRM and Societal Embeddedness; PART 2: CORE PROCESSES AND FUNCTIONS; 10. Work Organization; 11. Employment sub-systems and the 'HR architecture'; 12. Employee Voice Systems; 13. EEO and the Management of Diversity; 14. Recruitment Strategy; 15. Selection Decision-Making; 16. Training, Development and Competency; 17. Renumeration: Pay Effects at Work; 18. Performance Management; PART 3: PATTERNS AND DYNAMICS; 19. HRM Systems and the Problem of Internal Fit; 20. HRM and Contemporary Manufacturing; 21. Service Strategies: Marketing, Operations, and Human Resource Practices; 22. HRM and Knowledge Workers; 23. HRM and the New Public Management; 24. Multinational Companies and Global HR Strategy; 25. Transnational Firms and Cultural Diversity; PART 4: MEASUREMENT AND OUTCOMES; 26. HRM and Business Performance; 27. Modeling Human Resource Management and Performance Linkages; 28. Family-friendly, Equal Opportunity and High-involvement Management in Britain; 29. Social Legitimacy of the Human Resource Management Profession: A U.S. Perspective
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