The Oxford handbook of human resource management

HRM is central to management teaching and research, and has emerged in the last decade as a significant field from its earlier roots in Personnel Management, Industrial Relations, and Industrial Psychology. People Management and HighPerformance teams have become key functions and goals for manager at all levels in organizations. 'The Oxford Handbook' brings together leading scholars from around the world - and from a range of disciplines - to provide an authoritative account of current trends and developments. The 'Handbook' is divided into four parts: Foundations and Frameworks; Core Processes and Functions; Patterns and Dynamics; and Measurement and Outcomes. Overall, it will provide an essential resource for anybody who wants to get to grips with current thinking, research, and development on HRM. INDICE: 1. Human Resource Management: Scope, Analysis, and Significance ofHRM; PART I: FOUNDATIONS AND FRAMEWORKS; 2. The Development of Human ResourceManagement in Historical and International Perspective; 3. The Goals of HRM; 4. Economics and Human Resource Management; 5. Strategic Management and HRM; 6. Organizational Theory and HRM; 7. Human resource management and the worker: towards a new psychological contract?; 8. HRM and the Worker: Labour Process Perspectives; 9. HRM and Societal Embeddedness; PART 2: CORE PROCESSES AND FUNCTIONS; 10. Work Organization; 11. Employment sub-systems and the 'HR architecture'; 12. Employee Voice Systems; 13. EEO and the Management of Diversity; 14.Recruitment Strategy; 15. Selection Decision-Making; 16. Training, Development and Competency; 17. Renumeration: Pay Effects at Work; 18. Performance Management; PART 3: PATTERNS AND DYNAMICS; 19. HRM Systems and the Problem of Internal Fit; 20. HRM and Contemporary Manufacturing; 21. Service Strategies: Marketing, Operations, and Human Resource Practices; 22. HRM and Knowledge Workers;23. HRM and the New Public Management; 24. Multinational Companies and GlobalHR Strategy; 25. Transnational Firms and Cultural Diversity; PART 4: MEASUREMENT AND OUTCOMES; 26. HRM and Business Performance; 27. Modeling Human Resource Management and Performance Linkages; 28. Family-friendly, Equal Opportunity and High-involvement Management in Britain; 29. Social Legitimacy of the HumanResource Management Profession: A U.S. Perspective.

• ISBN: 978-0-19-954702-9
• Editorial: Oxford University Press
• Encuadernacion: Rústica
• Páginas: 775
• Fecha Publicación: 01/05/2008
• Nº Volúmenes: 1
• Idioma: Inglés