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Human Resource Management: Strategic and International Perspectives 3rd Revised edition [Kõva köide]

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  • Formaat: Hardback, 560 pages, kõrgus x laius: 232x186 mm, kaal: 1240 g
  • Ilmumisaeg: 15-Jun-2020
  • Kirjastus: Sage Publications Ltd
  • ISBN-10: 1526499002
  • ISBN-13: 9781526499004
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Human Resource Management: Strategic and International Perspectives 3rd Revised editionSuurem pilt
  • Formaat: Hardback, 560 pages, kõrgus x laius: 232x186 mm, kaal: 1240 g
  • Ilmumisaeg: 15-Jun-2020
  • Kirjastus: Sage Publications Ltd
  • ISBN-10: 1526499002
  • ISBN-13: 9781526499004
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9781526499004.html
Märksõnad:
A comprehensive introduction to HRM for students who are new to the field, but who will be seeking employment in a global market, working with diverse colleagues and across international borders. 

Broken down into three parts covering Strategic Issues in HRM, HRM in Practice and HRM in Context, and weaving international and cross-cultural perspectives throughout, the text explores the ever-changing world of human resource management. The various theories, practices and debates that populate this field are examined, and the challenges and controversies that arise when theory meets practice are explored. The international dimensions of HRM, including cross-cultural working, diversity, equality and international business, have been considered throughout. Practical learning features have been included to help students develop skills they can apply to their course and in graduate employment.

In the new edition, all chapters have been thoroughly updated and the authors have included an additional chapter on Digitization and Artificial Intelligence in HRM. 

The book is supported by a wide range of online resources and tools for both lecturers and students, including access to SAGE journal articles, chapter specific podcasts, SAGE video, PowerPoint slides, interactive multiple choice questions and SAGE Business Cases. 

Suitable for undergraduates and post-graduate students looking for a strategic and international perspective of HRM.

 


A comprehensive introduction to HRM for students who are new to the field, but who will be seeking employment in a global market, working with diverse colleagues and across international borders. 
List Of Figures
xiv
List Of Tables
xv
Guided Tour xvi
Online Resources xx
For Students
For Lecturers
Notes On The Editors And Contributors xxi
Preface xxviii
Structure of the Book
Pedagogical Features
Acknowledgements xxxiii
PART ONE STRATEGIC ISSUES IN HRM
1 Introduction: Context And Challenges For Hrm
Jonathan R. Crawshaw
Jude Preston
Alastair Hatch
Introduction
5(1)
What Is HRM?
5(9)
HRM Roles and Responsibilities in Organisations
14(4)
Organising the HR Function
18(6)
Contemporary HR Challenges
24(6)
Chapter Summary
30(1)
Review Questions and Exercises
30(1)
Explore Further
31(4)
2 Hrm And Firm Performance
Anastasia Katou
Pawan Budhwar
Karin Sanders
Hoa Do
Introduction
35(1)
Strategic Management
36(1)
Strategic Human Resource Management
37(6)
Modelling HRM and Firm Performance
43(8)
Method Problems in Investigating the HRM and Firm Performance Relationship
51(6)
Chapter Summary
57(1)
Review Questions and Exercises
58(1)
Explore Further
58(5)
3 Organisational Change And Hrm
Achim Schmitt
Steffen Raub
Katty Marmenout
Introduction
63(1)
Content Versus Process of Change
64(1)
Organisational Context and Change
65(4)
Types of Change and Change Paths
69(4)
The Change Process: Models and Tools
73(2)
Behavioural Change
75(3)
Culture Change
78(2)
The Roles of HR in Managing and Delivering Change
80(5)
Chapter Summary
85(1)
Review Questions and Exercises
86(1)
Explore Further
86(3)
4 Digitisation, Artificial Intelligence (Ai) And Hrm
Ashish Malik
Srikanth N.R
Pawan Budhwar
Introduction
89(3)
Digitisation and HRM
92(7)
Artificial Intelligence
99(10)
Chapter Summary
109(1)
Review Questions and Exercises
110(1)
Explore Further
110(3)
5 Hrm And The Ethical Organisation
Carole Parkes
Rosalind H. Searle
Helen Borland
Introduction
113(1)
The Role of HRM: A Primer
114(1)
What's in a Name?
115(1)
Ethics in Business
116(3)
Organisational Justice
119(4)
Corporate Social Responsibility (CSR)
123(3)
Sustainability
126(7)
Strategies for Developing an Ethical Organisation
133(3)
Chapter Summary
136(1)
Review Questions and Exercises
137(1)
Explore Further
137(4)
6 Globalism, Multinational Enterprises And Hrm
Charmi Patel
Pawan Budhwar
Sin Mun Chang
Introduction
141(1)
Globalisation and MNEs
142(4)
MNEs and HRM
146(2)
Localisation versus Standardisation
148(1)
Development of HRM Systems in MNEs
149(2)
Approaches to HRM in MNEs
151(5)
Key HR Challenges in Global and Emerging Markets
156(8)
Chapter Summary
164(1)
Review Questions and Exercises
164(1)
Explore Further
164(7)
PART TWO HRM IN PRACTICE
7 Workforce (Artificial) Intelligence Planning
Judy Scully
Jonathan R. Crawshaw
Alexis Fullard
Michael Gregson
Ben Clegg
Paul Turner
Introduction
171(2)
Workforce Planning, Workforce Intelligence Planning and Strategic Workforce Planning
173(10)
Unpacking the WP, WIP and SWP Definition Through SHRM
183(3)
Employee Engagement and WP/WIP
186(1)
Leadership Skills, Motivation and WP/WIP/SWP Implementation
187(2)
External Intelligence and Evaluation Models
189(6)
Chapter Summary
195(1)
Review Questions and Exercises
195(1)
Explore Further
196(3)
8 Recruitment And Selection
Daniel P. Hinton
Stephen A. Woods
Lara D. Zibarras
Introduction
199(1)
Effective Recruitment and Selection: A Primer
199(3)
Recruitment: Attracting People to the Job
202(1)
Selection: Assessment and Selecting People for the Organisation
203(15)
Strategic Approaches to Assessment
218(3)
Applicant Perceptions of Different Selection Methods
221(3)
Ethical and Legal Issues in Recruitment and Selection
224(2)
The Emerging Use of Social Networking in Selection
226(2)
The Selection Decision: Issues of Fit and Transition
228(3)
Chapter Summary
231(1)
Review Questions and Exercises
231(1)
Explore Further
232(3)
9 Diversity In Organisations: Hrm And International Practices
Lilian Otaye-Ebede
Vincenza Priola
Elaine Yerby
Introduction
235(2)
Legislative Underpinning
237(3)
From Equal Opportunities to Managing Diversity
240(3)
Evaluating the Business Case for Diversity Management
243(2)
Diversity Perspectives and HRM Practices
245(4)
Strategic HRM and Diversity Management
249(3)
Global versus Multinational Diversity Management
252(3)
Practising Equality in an International Context
255(2)
The Future of International Diversity Management
257(4)
Chapter Summary
261(1)
Review Questions and Exercises
262(1)
Explore Further
262(5)
10 Learning And Development
Margarita Nyfoudi
Helen Shipton
Introduction
267(1)
The Nature of Learning
268(3)
Theoretical Perspectives on Learning
271(3)
Formal and Informal Workplace Learning
274(2)
Learning Effectiveness
276(2)
The Systematic Training Cycle
278(3)
Learning and Development Strategy
281(2)
Future Challenges
283(4)
Chapter Summary
287(1)
Review Questions and Exercises
287(1)
Explore Further
288(3)
11 Reward Strategies And Systems
Ann Davis
Vidu Badigannavar
Introduction
291(1)
The Significance of Pay Policy to HRM
291(2)
The Purposes of Reward
293(5)
Fairness in Reward
298(1)
Strategic and Total Reward
299(6)
What Do We Pay For?
305(10)
Recent and Current Issues for Reward
315(5)
Chapter Summary
320(1)
Review Questions and Exercises
321(1)
Explore Further
321(4)
12 Performance Management And Motivation
Arup Varma
Pawan Budhwar
Peter Norlander
Ying Shi
Introduction
325(2)
Performance Management: Purposes and Processes
327(11)
Performance Management and Employee Motivation
338(5)
The Supervisor-Subordinate Relationship
343(1)
Performance Management Systems for Global Organisations
344(3)
Chapter Summary
347(1)
Review Questions and Exercises
347(1)
Explore Further
348(3)
13 Workplace Relations And Regulations
Kathy Daniels
Introduction
351(1)
What Is the Employment Relationship?
351(3)
The Growth of Legislation
354(2)
The Impact of Growing Legislation
356(1)
Legislation and the Balance of Power
357(1)
The Role of the Trade Unions in Regulating the Employment Relationship
358(2)
Bargaining and Negotiation
360(2)
Participation and Involvement
362(4)
The Employment Tribunal
366(4)
Chapter Summary
370(1)
Key Statutes
370(1)
Review Questions and Exercises
370(1)
Explore Further
371(6)
PART THREE HRM IN CONTEXT
14 Hrm In Small And Medium Sized Enterprises (Smes)
Nicholas Theodorakopoulos
Safa Arslan
Introduction
377(1)
Significance of the SME Sector
378(2)
The Nature of HRM in SMEs
380(5)
The HR Function in SMEs
385(7)
Other Challenges in Managing People in SMEs
392(5)
Chapter Summary
397(1)
Review Questions and Exercises
397(1)
Explore Further
398(3)
15 Hrm In The Not-For-Profit Sectors
Helen Shipton
Karin Sanders
Jennifer Surtees
Introduction
401(1)
Defining the Private, Public and Not-for-Profit Sectors
401(1)
Private and Not-for-Profit Sectors: Similarities and Differences
402(2)
HRM in the Not-for-Profit and Private Sectors
404(1)
Challenges Facing Different Not-for-Profit Sector Organisations
405(6)
Negotiating the Political and Economic Environment
411(3)
Achieving Strategic Integration
414(2)
Developing a Service Orientation
416(3)
Meeting Employee Expectations
419(1)
Conclusion
420(3)
Chapter Summary
423(1)
Review Questions and Exercises
424(1)
Explore Further
425(2)
Glossary Of Terms 427(15)
References 442(67)
Index 509
Jonathan R. Crawshaw is Senior Lecturer and Director of the Research Degrees Programmes in Aston Business School, Aston University.



Pawan Budhwar is the 50th Anniversary Professor of International HRM at Aston Business school.



Ann Davis is Professor and Associate Dean for Academic Resourcing and Development at the University of Sydney Business School.