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El. knyga: Strategic Human Resource Management: An International Perspective

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Edited by Gary Rees, Edited by Paul E Smith

Formatas: 607 pages
Išleidimo metai: 27-Jan-2021
Leidėjas: Sage Publications Ltd
Kalba: eng
ISBN-13: 9781529755947

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Formatas: 607 pages
Išleidimo metai: 27-Jan-2021
Leidėjas: Sage Publications Ltd
Kalba: eng
ISBN-13: 9781529755947

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Whether you are studying at undergraduate or postgraduate level, our stellar team of expert authors will guide you through the key topics of human resource management from a strategic perspective.

Starting with the fundamentals of each topic and progressing through to critical evaluation, the 3rd edition includes:

Even more international case studies from across Europe, Asia, Australia and the Middle East – which bring the theory and academic underpinning to life
A wide range of Reflective Activities that encourage you to consider the real-world implications of what you have learnt
An updated companion website featuring a wealth of resources for lecturers and students, including an Instructor’s Manual, PowerPoint slides, a Testbank, recommended journal articles and additional business cases

A stellar author team guides you through the key topics of human resource management from strategic and international perspectives in this updated edition.

About the Contributors

Preface

xvii

Online Resources

PART 1 The Organization, The Organizational Context And Strategy

(134)

1 An Introduction to the Organization, its Environment and Human Resource Management

(31)

Paul E. Smith

Gary Rees

Chapter Overview

(1)

Learning Objectives

(2)

Introduction

(1)

The concept of organization

(1)

What is HR?

(6)

The strategy, structure and culture debate

(6)

The environment

(2)

Linking HR to organizational strategy

(6)

Globalization and internationalization

(1)

Conclusion

(5)

Further reading

(1)

2 Human Resource Management through a Strategic Perspective

(40)

Alison Rieple

Marco Pironti

Paola Pisano

Valentina Cillo

Chapter Overview

(1)

Learning Objectives

(1)

Introduction: Strategy in the twenty-first century

(1)

Corporate strategy and business-level strategy

(2)

The core areas of corporate strategy

(13)

The importance of HRM in strategy

(1)

Focus on strategic human resource management

(2)

Emergent corporate strategy

(6)

Emergent business strategy

(10)

Conclusion

(2)

Further reading

(1)

3 Concepts, Practices and Trends in SHRM

(30)

Geoffrey Wood

Zsuzsanna Kispal-Vitai

Chapter Overview

(1)

Learning Objectives

(2)

Introduction

(1)

The rise of strategic HRM

(2)

HR strategy in practice

(21)

Conclusion

(1)

Further reading

100

(4)

4 The Added Value Debate

104

(31)

Gary Rees

Charles Leatherbarrow

Chapter Overview

101

(1)

Learning Objectives

101

(2)

Introduction

103

(1)

HRM and its contribution

103

(2)

The evolving nature of the HR function

105

(3)

Ulrich's contribution to the development of the HR function

108

(5)

Developing a strategic approach to HRM

113

(4)

Measurement within HR

117

(10)

The effective HR function

127

(1)

Conclusion

128

(4)

Further reading

132

(3)

PART 2 The Functional Aspects Of HR

135

(226)

5 Recruitment and Selection

137

(44)

Stephen Taylor

Chapter Overview

137

(1)

Learning Objectives

137

(2)

Introduction

139

(1)

`Good practice' in recruitment and selection

139

(4)

Competency frameworks

143

(5)

Internal and informal recruitment

148

(3)

Employer branding

151

(6)

Headhunters and social media

157

(4)

Shortlisting

161

(1)

Selection interviews

162

(4)

Ability testing

166

(3)

Personality testing

169

(3)

Assessment centres

172

(4)

Recruitment and selection strategy

176

(3)

Conclusion

179

(1)

Further reading

180

(1)

6 Flexible Working

181

(36)

Sue Hutchinson

Chapter Overview

181

(1)

Learning Objectives

181

(3)

Introduction

184

(1)

Flexibility from a HRM perspective

185

(9)

The flexible firm: The employers' perspective

194

(2)

Flexibility from the employees' perspective

196

(3)

Key forms of flexible working

199

(15)

Constraints on implementing flexible working

214

(1)

Conclusion

215

(1)

Further reading

216

(1)

7 Reward Strategy and Managing Performance

217

(35)

Sarah Jones

Geoff White

Chapter Overview

217

(1)

Learning Objectives

218

(2)

Introduction

220

(1)

Definitions of strategic reward

221

(1)

The change from traditional to strategic pay

222

(4)

Key underpinning reward theory

226

(4)

The major determinants of reward

230

(2)

Performance management

232

(8)

The major elements in reward

240

(5)

Total reward

245

(4)

Can reward be strategic?

249

(1)

Conclusion

250

(1)

Further reading

251

(1)

8 Managing the Employment Relationship

252

(37)

Monika Huesmann

Moira Calveley

Chapter Overview

252

(1)

Learning Objectives

253

(4)

Introduction

257

(1)

The meaning of the employment relationship

258

(3)

The employment relationship from different organizational perspectives

261

(3)

The role and scope of the state

264

(2)

Ideological perspectives: Neo-liberalism and neo-corporatism

266

(4)

Employers and employers' associations

270

(1)

Power relations

271

(1)

Employee voice

272

(2)

Employee involvement, engagement and participation

274

(11)

The media

285

(1)

Conclusion

286

(2)

Further reading

288

(1)

9 Equality and Diversity in the Workplace

289

(38)

John Neugebauer

Chapter Overview

289

(1)

Learning Objectives

290

(1)

Introduction

291

(1)

Definitions of equality, diversity and discrimination

292

(2)

The concept and implications of stereotyping

294

(3)

Impact of workplace discrimination for different groups

297

(15)

Legislative response to workplace discrimination

312

(3)

Organizational and strategic HRM roles in addressing equality and diversity in the workplace

315

(4)

Equality and diversity outlook

319

(4)

Implications for organizational leadership and strategic human resource management

323

(2)

Conclusion

325

(1)

Further reading

326

(1)

10 Developing Employees and Managers

327

(34)

Jim Stewart

Chapter Overview

327

(1)

Learning Objectives

328

(1)

Introduction

329

(2)

Talent, talent development and HRD

331

(11)

Developing employees

342

(9)

Developing managers

351

(8)

Conclusion

359

(1)

Further reading

359

(2)

PART 3 SHRM AND THE `BIGGER PICTURE'

361

(156)

11 Organizational Culture

363

(52)

Crystal Zhang

Paul lies

Chapter Overview

363

(1)

Learning Objectives

363

(3)

Introduction

366

(4)

Organizational and corporate culture

370

(7)

Symbolist approaches to organizational culture

377

(3)

The origins, determinants and effects of organizational cultures

380

(6)

Links between culture and performance

386

(2)

Moderators and mediators of the culture-performance link

388

(5)

Culture at a national level

393

(12)

Transferring HRM practices across cultural and organizational boundaries

405

(4)

Role of organizational and national culture in international mergers and acquisitions

409

(1)

Different approaches to IM&As

410

(3)

Conclusion

413

(1)

Further reading

414

(1)

12 Managing in a Global Context

415

(56)

Kate E. Rowlands

Paul lies

Chapter Overview

415

(1)

Learning Objectives

415

(1)

Introduction

416

(1)

The field and context of international HRM

417

(3)

Models of IHRM

420

(2)

Strategic life-cycle models

422

(2)

Integrative models

424

(1)

Factors determining cross-national HRM practices

425

(3)

Understanding the IHRM policies of the international enterprise

428

(4)

Comparative HRM

432

(7)

Composing a global workforce

439

(4)

Issues and problems in international assignments

443

(2)

Alternative forms of international working

445

(1)

Expatriate preparation: Recruitment, selection, training and development

446

(2)

Developing intercultural competence

448

(9)

Repatriation training

457

(1)

Reward management and compensation

458

(3)

Global standardization and convergence in IHRM?

461

(6)

Isomorphism

467

(2)

Conclusion

469

(1)

Further reading

470

(1)

13 The Future of HR

471

(46)

Linda Holbeche

Chapter Overview

471

(1)

Learning Objectives

471

(1)

Introduction

472

(1)

The changing context

473

(3)

Demographic change

476

(1)

Technological advances

477

(22)

What kind of `deliverables' are fit for the future?

499

(14)

Conclusion

513

(3)

Further reading

516

(1)

References

517

(69)

Index

586

Gary Rees is Head of Organisational Studies and HRM at Portsmouth Business School. He has authored and edited a range of textbooks as well as producing research articles on employee engagement and burnout and presenting this research at a range of international conferences.

Gary is an examiner for the CIPD Organizational Design and Development module and holds Chartered Fellowship of the CIPD and membership of the British Psychological Society, including the Occupational Psychology Division

Paul Smith is Principal Lecturer in HRM and Programme Tutor for MSc Global Business at the University of Hertfordshire Business School. He teaches People Management and Strategic Human Resource Management, primarily on the MBA and MA HRM programmes. He is also a guest lecturer at universities in Germany and Russia. Paul has edited books and contributed chapters and case studies to a number of texts in the field of HR and Organizational Behaviour for Routledge, Butterworth-Heinemann and CIPD Publishers. He is a member of the Work and Employment Research Unit at Hertfordshire Business School and has contributed to a number of conferences, journal articles and reports. His research interests encompass diversity in organizations, leadership and Strategic HRM. Paul is a Chartered Fellow of the CIPD.

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