HR's contribution to the business goes beyond its traditional role of managing hiring, discipline and payroll. Strategic Human Resource Management is a practical guide for all those in HR roles to support wider organizational goals and objectives whilst developing and engaging individual employees through focussing on the concept of 'People Experience'. Drawing upon tools, exercises and case studies, this complete resource covers the core areas that are essential to achieving competitive advantage through understanding yourself, your business, your industry and your profession. Strategic Human Resource Management shows how to hone the personal skills needed to excel in HR and leadership positions, such as authenticity, network building and managing stakeholder relationships, alongside the importance of focussing on self-care and mental wellbeing. It provides guidance on building competitor awareness, markets and channels, trends and forecasting and interpreting financial results in order to build commercial acumen. Career frameworks, professional accreditation and the importance of continued personal and professional development are also explored, in addition to technological trends and the future of work in a changing business environment. This comprehensive toolkit is an indispensable resource for HR professionals who want to implement HR practices that benefit the business and its workforce, and make an impact within their organization and profession.
... consequences of employee engagement, Journal of Managerial Psychology, 21(7): 600–19. Salamon, M. (2000) Industrial Relations: Theory and Practice, London: FT Prentice Hall. Salas, E., Wilson, K.A., Shawn Burke, C., and Wightman, ...
This text offers a truly innovative, integrative framework that examines the traditional functional HR areas from a strategic perspective. This text is organized into two sections.
An accessible introduction written by a stellar contributor line up of world-renowned lecturers and practitioners in the field (including Linda Holbeche, Stephen Taylor and Jim Stewart).
McHugh, M. (1993) 'Stress at work: do managers really count the costs?', Employee Relations, 15 (1): 18-32. McHugh, M. (1995) 'Stress and strategic change', in D. Hussey (ed.), Rethinking Strategic Management. Chichester: John Wiley and ...
This book serves four significantly different types of readers. First, and most importantly, this book offers insights for top management teams who are served by the HRPs and provides a template to hold those professionals accountable.
Organizational Transitions: Managing Complex Change (2nd edition). Reading, MA: Addison-Wesley. Beechler, S. & Woodward, I. (2009). 'The global war for talent'. Journal of International Management, 15:273– 285. Beer, M., Spector, B., ...
When students ask "What's In It For Me?", the Fifth Canadian Edition will show them just how relevant HRM is to them as people, employees and eventually managers.
The special feature of this book is a chapter on Competency Mapping, which is a tool to identify accurate skills for developing competency requirement within the employees.
In this book, we focus on HRM and how modern technology is helping in ensuring the effectiveness of HR func tions. This would indicate that HRIS was viewed rather favorably as an administrative tool, but not a strategic one.
This book deals with the interaction between strategy and human resources, as approached from a general managerial perspective. Updated and revised, the Second Edition provides students with...