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    Human Resources Management: A Critical Text (Paperback) By (author) John Storey

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    DescriptionIn 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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  • Full bibliographic data for Human Resources Management: A Critical Text

    Title
    Human Resources Management: A Critical Text
    Authors and contributors
    By (author) John Storey
    Physical properties
    Format: Paperback
    Number of pages: 400
    Width: 188 mm
    Height: 244 mm
    Thickness: 18 mm
    Weight: 621 g
    Language
    English
    ISBN
    ISBN 13: 9781844806157
    ISBN 10: 1844806154
    Classifications

    Warengruppen-Systematik des deutschen Buchhandels: 27820
    BIC E4L: BUS
    Nielsen BookScan Product Class 3: S4.2
    BIC subject category V2: KJMV2, KNXB
    Ingram Subject Code: BE
    Libri: I-BE
    DC22: 658.3
    BISAC V2.8: BUS000000
    Thema V1.0: KC, KJMV2
    Edition
    3
    Edition statement
    3rd edition
    Publisher
    Cengage Learning EMEA
    Imprint name
    Cengage Learning EMEA
    Publication date
    24 September 2007
    Publication City/Country
    London
    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)