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Strategic Human Resource Management
Corporate Rhetoric and Human Reality
Lynda Gratton, Veronica Hope Hailey, Philip Stiles, and Catherine Truss
260 pages
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234x156mm
978-0-19-878203-2
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Paperback
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06 May 1999
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This item is printed to order. Items which are printed to order are normally despatched and charged within 5-10 days.
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- Overview of current HR strategies and policies
- Examples from 'leading edge' companies - BP, Glaxo, BT, Hewlett Packard, Citicorp, WH Smith etc.
- Author team from the London Business School
- covers topical issues - performance management, organizational culture, careers etc.
Life is tough in organizations, both for managers and the managed. Negotiating the rapids of restructuring, downsizing, and refocusing the core business brings with it huge upheavals in job security, the smashing of traditional career structures, and a constant imperative for employees to update their skills while working in an environment of great uncertainty. Based on close collaboration with a number of high profile organizations - BT, Citibank, Glaxo Wellcome, Hewlett Packard, Kraft Jacobs, Suchard, Lloyds-TSB Group, the NHS, and WH Smith - this book sheds light on the organizational responses to large scale changes and details
the changing demands made of employees in the process. This book goes beyond fashionable management rhetoric to uncover the reality of human resource management.
The team of top researchers examines:
the organizational strategies pursued in the face of fast-changing circumstances
the links between what is intended and what is realised
the way in which HR interventions impact on the individual
the influence which HR strategies have on everyday management behaviour
This book is a key source of new information for both managers and students about the current state of human resource management and its possible future
direction.Readership: Academic: Business school academics in Human Resource Management, Personnel and Industrial Relations. MBA and undergraduate students taking these compulsory courses. Professional: HR Managers, Training Professionals and Consultants
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Lynda Gratton, Professor of Human Resource Management, London Business School, Veronica Hope Hailey, Senior Lecturer in Human Resources, Cranfield School of Management, Philip Stiles, Lecturer, Judge Institute of Management Studies, University of Cambridge, and Catherine Truss, Senior Lecturer in Human Resource Management, Kingston Business School
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1: Introduction
2: Soft and Hard Models of Human Resource Management
3: Performance Management in Fast-changing Environments
4: The Rhetoric and Reality of `New Careers'
5: Managing Culture
6: Contextual Diversity for the role and Practice of HR
7: HRM policies and Management Practices
8: Transformation at the Leading Edge
9: People Processes as a Source of Competitive Advantage
10: The Emerging Themes
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The specification in this catalogue, including without limitation price, format, extent, number of illustrations, and month of publication, was as accurate as possible at the time the catalogue was compiled. Occasionally, due to the nature of some contractual restrictions, we are unable to ship a specific product to a particular territory. Jacket images are provisional and liable to change before publication.
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