Experiencing Human Resource Management examines human resource management (HRM), its management and effects, from the perspective of those at the “receiving end” of human resource initiatives and strategies. If HRM is to contribute to the objectives of organizations, it is imperative to understand how HRM techniques are being applied and experienced. This book tells the experiences of employees in more than 20 organizations across a number of sectors and countries, and sets out to answer three questions: + A decade or so from its arrival, is HRM delivering its promises? + Of the many documented changes in workplace policies and practices, which can be distinctly attributed to HRM? + Where changes are occurring in HRM, who is benefiting? Presenting not the usual managerial focus, but a rich and valuable view from employees, Experiencing Human Resource Management will be of great value to academics and advanced-level students in human resource management, industrial relations and sociology, as well as to practitioners dealing with employment related issues.

The Perceived Impact of HRM on Performance and Productivity

The Perceived Impact of HRM on Performance and Productivity
The perceived impact of HRM on performance and productivity

As we have outlined, the main purpose of this book is to give voice to the other players in HRM strategies, i.e. those on the receiving end. An important aspect of this is the differences in perception which exist between each of the groups involved, for example those who implement initiatives and those who are affected by them and the impact that this has on the success or otherwise of HRM. Although each of the following three chapters considers a different type of HRM intervention they all include an exploration of the views held by the various participants in the scheme which often prove to be contradictory.

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