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.
Inside or outside HRM? Locating Lateral Learning in Two Voluntary Sector Organizations
Inside or outside HRM? Locating Lateral Learning in Two Voluntary Sector Organizations
Discussions concerning the nature of human resource management (HRM) are increasingly stressing the importance of the contribution of training and development to individual and organizational performance (Keep, 1989; Storey, 1992; Storey and Sisson, 1993). As to descriptions of human resource development (HRD), the view is growing that training and development is perhaps the pivotal element of HRM (Garavan et al., 1995; Mabey and Salaman, 1995), although Stewart and McGoldrick (1996) view the relationship more in terms of a nexus.
To date, however, evidence suggests that there has been limited adoption in the UK of HRD as a key HRM value (Storey, ...
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