Human Resources Management: A Critical Text

Human Resources Management: A Critical Text

Paperback

By (author) John Storey

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  • Publisher: Cengage Learning EMEA
  • Format: Paperback | 400 pages
  • Dimensions: 188mm x 244mm x 18mm | 621g
  • Publication date: 24 September 2007
  • Publication City/Country: London
  • ISBN 10: 1844806154
  • ISBN 13: 9781844806157
  • Edition: 3
  • Edition statement: 3rd edition
  • Sales rank: 555,182

Product description

In this latest edition of Human Resource Management - A Critical Text, John Storey has brought together leading authorities in the field to provide critical coverage of contemporary and emerging issues in HRM. It builds on the seminal work first published in 1989. The new text contains fully revised and up-to-date chapters from the original contributors while also offering new chapters on electronic HRM, agility and scalability and international staffing. As a result, current debates about the nature and significance of HRM are developed and the volume once again offers the leading in-depth critical analysis of the field. The international team of expert contributors provides an authoritative, critical and original account of contemporary HRM. The book is ideal for advanced management students on a variety of courses.

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Review quote

PART 1: INTRODUCTION 1. Human Resource Management Today: An Assessment John Storey (Open University) 2. The HR Function: Integration or Fragmentation? Raymond Caldwell (Birkbeck College, University of London), and John Storey (Open University) 3. Networked Organizations and the Negation of HRM? Karen Legge (University of Warwick) PART 2: STRATEGIC ISSUES 4. What is Strategic HRM? John Storey (Open University) 5. Facing up to the Challenges of Success: Putting 'Governance' at the Heart of HRM Keith Sisson (Emeritus Professor, Warwick University) PART 3: CORE PRACTICE AREAS 6. Employee Resourcing and Talent Management Paul Iles (University of Teesside) 7. Measure for Measure: Mapping the Terrain of the Training, Learning and Skills Debates Alan Felstead (Cardiff University) 8. Managers' Knowledge and the Management of Change Graeme Salaman (Open University) 9. Reward Choices: Strategy and Equity Ian Kessler (Templeton College, University of Oxford) 10. Employee Involvement and Participation: Structures, Processes and Outcomes Mick Marchington and Annette Cox (both University of Manchester) PART 4: INTERNATIONAL HRM 11. HRM: The Comparative Dimension Chris Brewster (Henley Management College) 12. Dynamic Organizations: Achieving Marketplace Agility Through Workforce Scalability Lee Dyer (Cornell University) and Jeff Ericksen (University of Illinois) 13. Global Staffing and the Multinational Enterprise David Collings (University of Sheffield) and Hugh Scullion (University of Strathclyde) PART 5: CURRENT DEVELOPMENTS AND FUTURE PROSPECTS 14. Technology in HRM: The Means to Become a Strategic Business Partner? Emma Parry and Shaun Tyson (both Cranfield School of Management) 15. Ethics and HRM David Bevan (Kings College, University of London)

Table of contents

PART 1: INTRODUCTION 1. Human Resource Management Today: An Assessment John Storey (Open University) 2. The HR Function: Integration or Fragmentation? Raymond Caldwell (Birkbeck College, University of London), and John Storey (Open University) 3. Networked Organizations and the Negation of HRM? Karen Legge (University of Warwick) PART 2: STRATEGIC ISSUES 4. What is Strategic HRM? John Storey (Open University) 5. Facing up to the Challenges of Success: Putting 'Governance' at the Heart of HRM Keith Sisson (Emeritus Professor, Warwick University) PART 3: CORE PRACTICE AREAS 6. Employee Resourcing and Talent Management Paul Iles (University of Teesside) 7. Measure for Measure: Mapping the Terrain of the Training, Learning and Skills Debates Alan Felstead (Cardiff University) 8. Managers' Knowledge and the Management of Change Graeme Salaman (Open University) 9. Reward Choices: Strategy and Equity Ian Kessler (Templeton College, University of Oxford) 10. Employee Involvement and Participation: Structures, Processes and Outcomes Mick Marchington and Annette Cox (both University of Manchester) PART 4: INTERNATIONAL HRM 11. HRM: The Comparative Dimension Chris Brewster (Henley Management College) 12. Dynamic Organizations: Achieving Marketplace Agility Through Workforce Scalability Lee Dyer (Cornell University) and Jeff Ericksen (University of Illinois) 13. Global Staffing and the Multinational Enterprise David Collings (University of Sheffield) and Hugh Scullion (University of Strathclyde) PART 5: CURRENT DEVELOPMENTS AND FUTURE PROSPECTS 14. Technology in HRM: The Means to Become a Strategic Business Partner? Emma Parry and Shaun Tyson (both Cranfield School of Management) 15. Ethics and HRM David Bevan (Kings College, University of London)