GDL

Human Resource Management Theory and practice

ISBN 0–8058–3862–7
Book from gdlhub / 2012-06-27 15:05:36
By : John Bratton and Jeffrey Gold, STIKOM Dinamika Bangsa Jambi
Created : 2012-06-27, with 1 files

Keyword : Human Resource Management Theory and practice
Subject : Human Resource Management Theory and practice
Document Source : INTERNET

The field of human resource management is one of the most dynamic and challenging

areas for European managers. The turbulent business climate, caused by increased global

price competitiveness, changing technologies, changing employment legislation, and

changing workforce composition is challenging managers to utilize their employees more

effectively to gain competitive advantage. In recent years there have been significant

practical developments with increasing numbers of private and public sector organizations

adopting HRM initiatives alongside downsizing and 're-engineering' the organization. The

change towards more knowledge-based work and the growing acknowledgement that

workers are the key to sustainable competitive advantage have strengthened the case for
'new' human resource management initiatives.

In academia, new human resource management books (Townley, 1994; Storey, 1995;

Legge, 1995) have been published since we produced the first edition of Human Resource

Management: Theory and Practice. Increasingly, HRM scholars have emphasized strategic

aspects of HRM, adopted new perspectives and critically examined the new theoretical

frameworks or HRM models. An important theoretical development which supports the

central tenets of HRM is the integration of strategic management, organizational

development, and adult learning to create a resource-based theory of competitive

advantage. In addition, empirical-based data has been gathered, analysed and published o

the extensiveness of HRM practices in North American and European organizations.

Description Alternative :

The field of human resource management is one of the most dynamic and challenging

areas for European managers. The turbulent business climate, caused by increased global

price competitiveness, changing technologies, changing employment legislation, and

changing workforce composition is challenging managers to utilize their employees more

effectively to gain competitive advantage. In recent years there have been significant

practical developments with increasing numbers of private and public sector organizations

adopting HRM initiatives alongside downsizing and 're-engineering' the organization. The

change towards more knowledge-based work and the growing acknowledgement that

workers are the key to sustainable competitive advantage have strengthened the case for
'new' human resource management initiatives.

In academia, new human resource management books (Townley, 1994; Storey, 1995;

Legge, 1995) have been published since we produced the first edition of Human Resource

Management: Theory and Practice. Increasingly, HRM scholars have emphasized strategic

aspects of HRM, adopted new perspectives and critically examined the new theoretical

frameworks or HRM models. An important theoretical development which supports the

central tenets of HRM is the integration of strategic management, organizational

development, and adult learning to create a resource-based theory of competitive

advantage. In addition, empirical-based data has been gathered, analysed and published o

the extensiveness of HRM practices in North American and European organizations.

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