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Reassessing human resource management

Contributor(s): Material type: TextTextPublication details: London ; New Delhi : SAGE Publications, 1992.Description: ix, 270 pISBN:
  • 9780803986985
  • 080398698X
Subject(s): DDC classification:
  • 658.3 REA
Contents:
HRM - Peter Turnbull and Paul Blyton Debates, Dilemmas and Contradictions PART ONE: THE EMERGENCE OF HRM HRM - Mike Noon A Map, Model or Theory? Human Resource Management, Competition and Strategy - Richard Whipp Some Productive Tensions Human Resource Maximization - Rick Delbridge and Peter Turnbull The Management of Labour under Just-in-Time Manufacturing Systems PART TWO: DIMENSIONS OF HRM Organization Culture and Human Resource Management - Emmanuel Ogbonna Dilemmas and Contradictions Empowerment or Emasculation? Shop Floor Surveillance in a Total Quality Organization - Graham Sewell and Barry Wilkinson HRM and the Limits of Flexibility - Paul Blyton and Jonathan Morris Decentralization - Ian Kirkpatrick, Annette Davies and Nick Oliver Friend or Foe of HRM? 'Locating the Line' - James Lowe The Front-Line Supervisor and Human Resource Management Reward Management and HRM - Ian Smith New Technology and Human Resource Management - Caroline Lloyd and Mike Rawlinson PART THREE: MANAGEMENT, UNIONS AND HRM Managers' Attitudes to Human Resource Management - Michael Poole and Roger Mansfield Rhetoric and Reality Human Resource Management and Trade Union Responses - Miguel Martinez Lucio and Syd Weston Bringing the Politics of the Workplace Back into the Debate PART FOUR: A NEW FORM OF MANAGEMENT PRACTICE? HRM - Tom Keenoy and Peter Anthony Metaphor, Meaning and Morality Afterword - Paul Blyton and Peter Turnbull
Summary: Takes a critical look at the received wisdom of Human Resources Management. Using case studies, the authors examine its growth, core assumptions and territorial claims, how far it provides a coherent strategy of employee management, and in what conditions it will continue to be the chosen approach.
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Holdings
Item type Current library Collection Call number Status Date due Barcode Item holds
Reference Books Reference Books Main Library Reference Reference 658.3 REA (Browse shelf(Opens below)) Available 004320
Total holds: 0

Includes Index.

HRM - Peter Turnbull and Paul Blyton Debates, Dilemmas and Contradictions PART ONE: THE EMERGENCE OF HRM HRM - Mike Noon A Map, Model or Theory? Human Resource Management, Competition and Strategy - Richard Whipp Some Productive Tensions Human Resource Maximization - Rick Delbridge and Peter Turnbull The Management of Labour under Just-in-Time Manufacturing Systems PART TWO: DIMENSIONS OF HRM Organization Culture and Human Resource Management - Emmanuel Ogbonna Dilemmas and Contradictions Empowerment or Emasculation? Shop Floor Surveillance in a Total Quality Organization - Graham Sewell and Barry Wilkinson HRM and the Limits of Flexibility - Paul Blyton and Jonathan Morris Decentralization - Ian Kirkpatrick, Annette Davies and Nick Oliver Friend or Foe of HRM? 'Locating the Line' - James Lowe The Front-Line Supervisor and Human Resource Management Reward Management and HRM - Ian Smith New Technology and Human Resource Management - Caroline Lloyd and Mike Rawlinson PART THREE: MANAGEMENT, UNIONS AND HRM Managers' Attitudes to Human Resource Management - Michael Poole and Roger Mansfield Rhetoric and Reality Human Resource Management and Trade Union Responses - Miguel Martinez Lucio and Syd Weston Bringing the Politics of the Workplace Back into the Debate PART FOUR: A NEW FORM OF MANAGEMENT PRACTICE? HRM - Tom Keenoy and Peter Anthony Metaphor, Meaning and Morality Afterword - Paul Blyton and Peter Turnbull

Takes a critical look at the received wisdom of Human Resources Management. Using case studies, the authors examine its growth, core assumptions and territorial claims, how far it provides a coherent strategy of employee management, and in what conditions it will continue to be the chosen approach.

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