Further, this book discusses how current theoretical perspectives and frameworks (e.g., those related to strategic competitiveness, knowledge management, learning organization, communities of practice, etc.) can be applied by reflective ...
... 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.
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 ...
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., ...
Provides students in HRM courses and practising managers with a comprehensive view of essential concepts and techniques in the subject.
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.
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).
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...
Leading authors explain strategic and risk management approach to human resource management. Numerous examples in every chapter illustrate key points.