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Full Description
A new critical and authoritative textbook for all HRM modules.Key Selling FeaturesProvides students with a critical evaluation of the core HRM topics, problematising subjects to encourage sophisticated thinking about HR interventions Is written by a team of experts from the UK and from international institutions, bringing a number of diverse perspectives to HRM Draws out the importance of state/corporate governance of the workplace and the politics of workplace relations Integrates students' prior understanding of the key operational aspects of HRM with the wider institutional and social contexts in which they occurExpands students' knowledge of HR-related theory with wider social and business theory, enabling them to apply critical approaches to HR problemsIs unique in that it is designed to cater for a year-long moduleSection 3 is unique in applying HRM pracices to specific industry contexts rather than assuming 'best practice' is universal.This will enable students to think about how different issues might be dealt with differently in say an NHS trust and a hotelThis text comes with online resources for students and tutors including a lecturer's guide and PowerPoint slides.Market3rd year UG or PG business students taking HRM, strategic HRM or contemporary module that takes a critical approachHRM programmes on MBAs
Contents
PrefaceSection 1: The influences and shapers of HR strategyEthics(1): Corporate governance and HRM Ethics(2): Corporate social responsibility and HRM Managing HR in differing national contextsThe future of work: Beyond utopian and dystopian viewsThe economic environment: Corporate finance and HRMPolitics, the regulatory environment and HRMHRM and socio-demographics: Age diversity and the future workforceIntegrating and applying the external drivers into HR strategySection 2: HR processes and practicesCritical issues in people resourcing(1): Measuring 'performance' in HRMCritical issues in people resourcing(2): The dilemmas with outsourcing and offshoringCritical issues in employee relations(1): From employee Consent to employee engagementCritical issues in employee relations(2): Individualism, unitarism and employee voiceCritical issues in learning and development: Beyond the learning organisationCritical issues in reward managementCritical issues in equality and diversity(1): Gender equity and the inadequacy of the work-life-balance narrativeCritical issues in equality and diversity(2): Defining and challenging institutional racismCritical issues in euality and dversity(3): Disability discrimination and the modern workplaceSection 3: Contextualising HRM: Sectoral vews of HR pacticeHRM in manufacturingHRM in private servicesHRM in public servicesHRM in the not-for-profit sectorSection 4: ConclusionsFuture Issues: Five national and five global challenges for HRM
