The strategic managing of human resources
Author(s)
Bibliographic Information
The strategic managing of human resources
Prentice Hall/Financial Times, 2009
2nd ed
- : pbk
Available at 2 libraries
  Aomori
  Iwate
  Miyagi
  Akita
  Yamagata
  Fukushima
  Ibaraki
  Tochigi
  Gunma
  Saitama
  Chiba
  Tokyo
  Kanagawa
  Niigata
  Toyama
  Ishikawa
  Fukui
  Yamanashi
  Nagano
  Gifu
  Shizuoka
  Aichi
  Mie
  Shiga
  Kyoto
  Osaka
  Hyogo
  Nara
  Wakayama
  Tottori
  Shimane
  Okayama
  Hiroshima
  Yamaguchi
  Tokushima
  Kagawa
  Ehime
  Kochi
  Fukuoka
  Saga
  Nagasaki
  Kumamoto
  Oita
  Miyazaki
  Kagoshima
  Okinawa
  Korea
  China
  Thailand
  United Kingdom
  Germany
  Switzerland
  France
  Belgium
  Netherlands
  Sweden
  Norway
  United States of America
Note
Includes bibliography (p. 521-569) and index
"An imprint of Pearson Education"--T.p.
Description and Table of Contents
Description
In order to be successful an organisation must be able to mange the relationship between the overall business strategy and the strategies in different resource areas such as HR, finance, information or technology. Managing these resource areas in line with the overall business strategy is key to making those strategies deliverable.
Human resources (the knowledge, competencies and behaviours that people bring with them to work) are central to successful implementation of strategy and as both HR managers and Line managers are essential to leading and motivating individuals, both must be involved in the formulation and implementation of HR strategy.
Table of Contents
PART ONE: MANAGING SHR IN A COMPLEX AND UNCERTAIN ORGANISATIONAL, SOCIAL AND ECONOMIC CONTEXT
1. Organisations, strategies and human resourcing
2. Managing uncertainty or managing uncertainly?
3. Employment law and human resourcing strategies
4. Ethics and strategic human resourcing
PART TWO: HUMAN RESOURCING POLICIES IN PRACTICE
5. Equal Opportunities and diversity management
6. Assessment, selection and evaluation
7. Performance management and performing management
8. Reward strategies and paying for contribution
9. Managing employee exits
10. Human resourcing in international organisations
PART THREE: MANAGING INDIVIDUAL AND ORGANISATIONAL CHANGES AND TRANSITIONS
11. Knowledge, organisations, strategies and human resourcing
12. Managing processes of human resource development
13. Developing managers and managerial capacities
PART FOUR: MANAGING EMPLOYMENT AND OTHER HUMAN RESOURCING RELATIONSHIPS
14. Strategic choice in patterns of employment relationships
15. Employee participation, involvement and communications
16. Managing consulting and consultancy relationships
Bibliography
by "Nielsen BookData"