Human resource strategies

著者

書誌事項

Human resource strategies

edited by Graeme Salaman ... [et al.]

Published in association with the Open University, Sage Publications, 1992

  • : hard
  • : pbk

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注記

Includes bibliographical references and index

内容説明・目次

内容説明

Few would disagree with the principle that successful achievement of an organization's overall strategic objectives is bound up with the design and implementation of appropriate human resource strategies (HRS). Yet many questions remain about what is entailed in implementing effective HRS. This volume brings together a range of outstanding contributions which explore not only the advantages but also the complexities of a strategic approach to human resource management. Deliberately broad in scope to reflect the organization-wide ramifications of HRS, combining theoretical analyses alongside case studies of HRS in practice, the book offers a fascinating review of this crucial topic. The book begins by addressing key themes and debates within the field about the nature and role of human resource management. Succeeding sections then focus on three core organizational arenas inevitably implicated in strategic human resource management - organizational structure, culture and personnel strategies. Human Resource Strategies is a Course Reader for the Open University Course B884 Human Resource Strategies.

目次

Introduction - Graeme Salaman PART ONE: HUMAN RESOURCE STRATEGIES Introduction - Graeme Salaman and Christopher Mabey Right Enough to be Dangerously Wrong - David Guest An Analysis of the `In Search of Excellence' Phenomenon The US Human Resource Management Literature - Phil B Beaumont A Review What Business Can Learn From Nonprofits - Peter F Drucker Human Resource Management in the Public Sector - John Storey The Impact of Corporate Strategy on Human Resource Management - John Purcell A Leadership Dilemma - Chris Argyris Skilled Incompetence A Model for the Executive Management of Transformational Change - Richard Beckhard Competitive Strategies and Organizational Change - Alan McKinlay and Ken Starkey PART TWO: STRUCTURAL STRATEGIES Introduction - Sheila Cameron The Coming of the New Organization - Peter F Drucker High Performance - David A Buchanan New Boundaries of Acceptability in Worker Control Modernist and Postmodernist Organization - Stewart R Clegg PART THREE: CULTURAL STRATEGIES Introduction - Kenneth Thompson Organizational Culture - V Lynn Meek Origins and Weaknesses The Impact of Organizational Culture on Approaches to Organizational Problem-Solving - Paul Bate Coming to a New Awareness of Organizational Culture - Edgar H Schein PART FOUR: PERSONNEL STRATEGIES Introduction - Paul Iles and Christopher Mabey Building on Competence - Richard E Boyatzis The Effective Use of Managerial Talent Assessment Centres for Identifying Long-Term Potential and for Self-Development - Jeroen J J L Seegers Strategic Determinants of Managerial Labor Markets - Jeffrey A Sonnenfeld, Maury A Peiperl and John P Kotter A Career Systems View Corporate Training Strategies - Ewart Keep The Vital Component? Multiple Pay Contingencies - Thomas A Mahoney Strategic Design of Compensation

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