Human Resource Management
Strategic and International Perspectives
Jonathan Crawshaw,Pawan Budhwar,Ann Davis
- 560 páginas
- English
- ePUB (apto para móviles)
- Disponible en iOS y Android
Human Resource Management
Strategic and International Perspectives
Jonathan Crawshaw,Pawan Budhwar,Ann Davis
Información del libro
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.
Preguntas frecuentes
Información
Part One Strategic Issues in HRM
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Part One Strategic Issues in HRM
- Chapter 1 Introduction: Context and Challenges for HRM
- Chapter 2 HRM and Firm Performance
- Chapter 3 Organisational Change and HRM
- Chapter 4 Digitisation, Artificial Intelligence (AI) and HRM
- Chapter 5 HRM and the Ethical Organisation
- Chapter 6 Globalism, Multinational Enterprises and HRM
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Part Two HRM in Practice
- Chapter 7 Workforce (Artificial) Intelligence Planning
- Chapter 8 Recruitment and Selection
- Chapter 9 Diversity in Organisations: HRM and International Practices
- Chapter 10 Learning and Development
- Chapter 11 Reward Strategies and Systems
- Chapter 12 Performance Management and Motivation
- Chapter 13 Workplace Relations and Regulations
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Part Three HRM in Context
- Chapter 14 HRM in Small and Medium Sized Enterprises (SMEs)
- Chapter 15 HRM in the Not-for-Profit Sectors
- 1 Introduction: Context and Challenges for HRM 4
- 2 HRM and Firm Performance 34
- 3 Organisational Change and HRM 62
- 4 Digitisation, Artificial Intelligence (AI) and HRM 88
- 5 HRM and the Ethical Organisation 112
- 6 Globalism, Multinational Enterprises and HRM 140
Chapter 1 Introduction: Context and Challenges for HRM
- To reflect on the changing nature and context of work in terms of the environment in which the contemporary organisation operates.
- To describe the implications of these changes for managing people at work.
- To outline the nature of HRM and its evolution.
- To identify the range of roles, activities and processes included in HRM.
- To discuss the skills and knowledge areas required by HRM specialists and others undertaking HRM responsibilities within organisations.
- To explore and describe what it is that you want from work.
- To recognise that different people have different views on work and the employment relationship.
- To take other people’s views into account when working in groups or teams.
- To set out the key requirements for an HRM role within an organisation.
- To make arguments from different points of view.
- Multiple choice questions to help you test your knowledge and revise for exams.
- Journal articles so you can read further for assignments and essays.
- Videos to help you to understand how complex concepts work in the real world.
Introduction
What Is HRM?
- That HRM is one particular, but not necessarily dominant, approach to the management of people in organisations. Thus, HRM may be seen as the enactment or operationalisation of a particular ‘perspective’ or ‘philosophy’ on people management.
- That HRM has a strategic role to play in helping an organisation achieve sustained competitive advantage. Many refer to this as HR ‘adding value’ to the organisation.
- That an investment in a highly skilled and motivated workforce, through effective HRM policies and practices, is the ‘one best way’ to secure one’s competitive advantage.
- That HRM presents a unitaristic view of the employment relationship. In other words, the achievement of organisational goals and objectives is the sole purpose of employers and employees, and it is commitment to these goals that is sought from all stakeholders in the organisation. This is an alternative to a more pluralistic perspective on the employment relationship, which would recognise the importance of the different and often competing objectives or goals of different stakeholders – for example, employers, employees, trade unions, shareholders and governments. These perspectives are further discussed in Chapter 13.