Summary
Contents
Subject index
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.
Experiencing HRM: The Importance of the inside Story
Experiencing HRM: The Importance of the inside Story
As contemporary organizations attempt to become more competitive by responding to rapid discontinuities in their environments they are increasingly likely to be embarking on programmes of profound organizational change. In seeking to orchestrate such change, organizations have not been without offers of assistance. The last two decades have been littered with a steady stream of apparently highly attractive suggestions for remodelling businesses which cluster under the general banner of human resource management (HRM). These have included quality circles, theory Z, delayering, total quality management (TQM), corporate culture, excellence, lean production, business process re-engineering (BPR), the learning organization, and so forth. But what has been the experience of those ...
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