Sociology
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Chapter summaries
Part one: The arena of contemporary human resource management
1 The nature of contemporary HRM
2 Corporate strategy and strategic HRM
3 Human resource management and performance
Part two: The micro context of human resource management
4 Work and work systems
5 Organizational culture and HRM
Part three: Employee resourcing
6 Workforce planning and talent management
7 Recruitment and selecting employees
Part four: Employee performance and development
8 Performance management and appraisal
9 Learning and human resource development
10 Leadership and management development
Part five: The employment relationship
11 Reward management
12 Industrial relations
13 Employee relations and involvement
14 Health and safety management
Part six: The global context of human resource management
15 International human resource management
16 Recession, sustainability, trust: the crisis of HRM
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Chapter 1: The nature of contemporary HRM • In this introductory chapter, we have emphasized the importance of managing people, individually and collectively, over other ‘factor inputs’. We have examined the history of HRM and emphasized that since its introduction it has been highly controversial. The HRM phenomenon has been portrayed as a historical outcome of rising neo-liberalism ideology, closely associated with the political era of Thatcherism. • We have conceptualized HRM as a strategic approach, one that seeks to leverage people’s capabilities and commitment with the goal of enhancing performance and dignity in and at work. These HRM goals are accomplished by a set of integrated employment policies, programmes and practices within an organizational and societal context. The HRM approach as conceptualized here we suggest constitutes critical HRM (CHRM), extending the analysis of HRM outcomes beyond performance to include equality,
Home / Student zone /
Chapter summaries
Part one: The arena of contemporary human resource management
1 The nature of contemporary HRM
2 Corporate strategy and strategic HRM
3 Human resource management and performance
Part two: The micro context of human resource management
4 Work and work systems
5 Organizational culture and HRM
Part three: Employee resourcing
6 Workforce planning and talent management
7 Recruitment and selecting employees
Part four: Employee performance and development
8 Performance management and appraisal
9 Learning and human resource development
10 Leadership and management development
Part five: The employment relationship
11 Reward management
12 Industrial relations
13 Employee relations and involvement
14 Health and safety management
Part six: The global context of human resource management
15 International human resource management
16 Recession, sustainability, trust: the crisis of HRM
[pic]
Chapter 1: The nature of contemporary HRM • In this introductory chapter, we have emphasized the importance of managing people, individually and collectively, over other ‘factor inputs’. We have examined the history of HRM and emphasized that since its introduction it has been highly controversial. The HRM phenomenon has been portrayed as a historical outcome of rising neo-liberalism ideology, closely associated with the political era of Thatcherism. • We have conceptualized HRM as a strategic approach, one that seeks to leverage people’s capabilities and commitment with the goal of enhancing performance and dignity in and at work. These HRM goals are accomplished by a set of integrated employment policies, programmes and practices within an organizational and societal context. The HRM approach as conceptualized here we suggest constitutes critical HRM (CHRM), extending the analysis of HRM outcomes beyond performance to include equality,