Description |
xxi, 252 pages : illustrations ; 24 cm |
Contents |
Introduction -- HRM and Strategy: Does It Matter? -- HRM in its Context: An Institutional Perspective -- A Multidimensional Perspective on Performance -- A Contextually Based Human Resource Theory -- The Contextually Based Human Resource -- Contrasting Metal and IT Sectors: Internal Versus -- Contrasting Metal and IT Sectors: Internal Versus -- Continuing Divergence of HRM Practices: US and European-Based Company-Level HRM Practices -- Changing HR Roles: Towards a Real Balanced HRM Scorecard -- Epilogue |
Summary |
This book adopts a broader perspective that takes into account not only the strategic dimension of HRM, but also the professional and societal dimension. It begins by examining the interaction of HRM, strategy and performance, before putting this into an institutional context, where it is argued that successful HRM practice will be unique for each context in which it operates. It then develops a contextually-based human resource theory, able to examine and analyze HRM at an institutional, industry, national and international level. This theory is then applied to a number of cases of leading firms in both the USA and Europe. The book concludes by combining the empirical evidence of the case studies with the theoretical work of earlier chapters to develop a practical approach linking the different roles of HR to specific aspects of performance |
Notes |
Formerly CIP. Uk |
Bibliography |
Includes bibliographical references (pages 215-234) and index |
Notes |
Also available online via the World Wide Web, by subscription to Books24x7 (BusinessPro) |
Subject |
Personnel management.
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Performance standards.
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Performance.
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Author |
Books24x7, Inc.
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LC no. |
2004301764 |
ISBN |
0199273901 |
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019927391X paperback |
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