A Handbook of Human Resource Management Practice
42.1 Economic theories explaining pay levels 626 42.2 Summary of payment and incentive arrangements for sales staff 637 42.3 Com ...
About the author Michael Armstrong is an honours graduate in economics from the London School of Economics, a Companion of the C ...
Preface This tenth edition of AHandbook of Human Resource Management Practicecontains many additions and revisions. It refers to ...
xxvi ❚ Preface 3 Role of HR function 4 Role of HR practitioner 5 Role of line manager II HRM processes 7 Strategic HRM 8 HR stra ...
Managing people This part underpins the rest of the Handbook. It deals with the approaches and philosophies that affect how peop ...
2 ❚ Managing people People management The policies and practices which govern how people are managed and developed in organizati ...
Human resource management The terms ‘human resource management’ (HRM) and ‘human resources’ (HR) have largely replaced the term ...
a particular constellation of beliefs and assumptions; a strategic thrust informing decisions about people management; the cent ...
appraisal– performance management; rewards– ‘the reward system is one of the most under-utilized and mishandled managerial tool ...
The Harvard framework The other founding fathers of HRM were the Harvard School of Beer et al(1984) who developed what Boxall (1 ...
The Harvard school suggested that HRM had two characteristic features: 1) line managers accept more responsibility for ensuring ...
● acknowledges a broad range of contextual influences on management’s choice of strategy, suggesting a meshing of both product-m ...
Human capital can be regarded as the prime asset of an organization and businesses need to invest in that asset to ensure their ...
Meeting diverse needs HRM aims to develop and implement policies that balance and adapt to the needs of its stakeholders and pro ...
Developing reward strategies designed to support a performance-driven culture. Improving employee involvement through better in ...
managing human resources in as ‘rational’ a way as for any other economic factor. As Guest (1999a) comments: The drive to adopt ...
The strategic nature of HRM Perhaps the most significant feature of HRM is the importance attached to strategic integration, whi ...
the HRM system remains very firmly in the hands of the employer. Is it really possible to claim full mutuality when at the end o ...
and practices, when applied within a firm as a break from the past, are often associ- ated with words such as commitment, compet ...
Guest (1991) believes that HRM is an ‘optimistic but ambiguous concept’; it is all hype and hope. Mabeyet al (1998) follow this ...
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