Human Resource Management
A Strategic Introduction
Management, Organizations and Business
2. Auflage September 1998
604 Seiten, Softcover
Wiley & Sons Ltd
ISBN:
978-0-631-20823-5
John Wiley & Sons
Building on the success of the first edition, Christopher Mabey and Graeme Salaman are joined by John Storey in producing an even more comprehensive and thoroughly revised textbook.
Acknowledgements.
List of Figures.
List of tables.
Preface.
Introduction..
Part 1: SHRM: A New Way of Managing?.
1. The Nature, Origins and Implications of SHRM.
2. Linking Organizational and Human Resource Strategies.
3. SHRM in a Global Context..
Part 2: Managing Performance.
4. Performance Management Strategies.
5. Training and Development Strategies.
6. International Human resource Strategies..
Part 3: Managing Structures.
7. Organizational Structuring and Restructuring.
8. Beyond Organizational Structure: The End of Classical
Forms?.
9. Employment Relations..
Part 4: Managing Learning.
10. Learning Organizations.
11. Promoting Learning in Organizations.
12. Managing the Process of Training and
Development..
Part 5: Managing Change.
13. Change Management Strategies and Assumptions.
14. Change Management Choices and Outcomes.
15. The Role of Culture in Organizational Performance.
16. The Possibilities of Culture Change..
Part 6: Managing Meaning.
17. Some Key Difficulties.
18. SHRM - The Redefining of People and Organizations.
Index.
List of Figures.
List of tables.
Preface.
Introduction..
Part 1: SHRM: A New Way of Managing?.
1. The Nature, Origins and Implications of SHRM.
2. Linking Organizational and Human Resource Strategies.
3. SHRM in a Global Context..
Part 2: Managing Performance.
4. Performance Management Strategies.
5. Training and Development Strategies.
6. International Human resource Strategies..
Part 3: Managing Structures.
7. Organizational Structuring and Restructuring.
8. Beyond Organizational Structure: The End of Classical
Forms?.
9. Employment Relations..
Part 4: Managing Learning.
10. Learning Organizations.
11. Promoting Learning in Organizations.
12. Managing the Process of Training and
Development..
Part 5: Managing Change.
13. Change Management Strategies and Assumptions.
14. Change Management Choices and Outcomes.
15. The Role of Culture in Organizational Performance.
16. The Possibilities of Culture Change..
Part 6: Managing Meaning.
17. Some Key Difficulties.
18. SHRM - The Redefining of People and Organizations.
Index.
Christopher Mabey is a senior lecturer and Head of the
centre for Human Resources and Change Management at the Open
Business School. A Chartered Occupational Psychologist, he
researches, writes and consults widely on individual and
organizational development.
Graeme Salaman is Reader in Sociology in the Social
Science faculty of the Open University. He has published
extensively over many years in the sociology of work and
organizations, and in human resource strategies.
John Storey is Senior Lecturer in Human Resource
Management at Loughborough University Business School. He is the
author of three previous books including the highly successful
New Perspectives on Human Resource Management.
centre for Human Resources and Change Management at the Open
Business School. A Chartered Occupational Psychologist, he
researches, writes and consults widely on individual and
organizational development.
Graeme Salaman is Reader in Sociology in the Social
Science faculty of the Open University. He has published
extensively over many years in the sociology of work and
organizations, and in human resource strategies.
John Storey is Senior Lecturer in Human Resource
Management at Loughborough University Business School. He is the
author of three previous books including the highly successful
New Perspectives on Human Resource Management.
