Managing Human Resources: Personnel Management in Transition / Edition 4

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Overview

This new and thoroughly revised edition of the best selling Personnel Management text by Stephen Bach provides an authoritative analysis of the latest developments in the field for students and professionals.

  • new chapters reflect the importance of the EU dimension; the new diversity/race agenda led by Brussels; the extended, network organization; new training practices; and the growing importance of MNCs, both for the UK economy as a whole and as a guide to best practice;
  • clearly and comprehensively explains the current complex HR scene with its different levels and layers
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Editorial Reviews

From the Publisher
"Previous editions have established an enviable reputation for informed analyses of critical features of personnel management. This 4th edition is no cosmetic update. New topics (customer service work, employee branding, work-life balance, the networked organisation) are integrated with essential standards in human resource management (recruitment, training, careers, performance management and reward, involvement and discipline). The sum is greater than the parts. This is a really useful and insightful collection of expert analyses of contemporary HRM." John Purcell, University of Bath

"This book succeeds in combining authoritative and clear accounts of human resource management with cutting edge research. Such a collection is invaluable in the classroom. I cannot recommend this too highly." Irena Grugulis, Bradford University

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Product Details

  • ISBN-13: 9781405118507
  • Publisher: Wiley
  • Publication date: 12/19/2005
  • Edition description: REV
  • Edition number: 4
  • Pages: 496
  • Product dimensions: 1.06 (w) x 7.00 (h) x 10.00 (d)

Meet the Author

Stephen Bach is Reader in Employment Relations and Management, Department of Management, King’s College

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Table of Contents

List of Contributors.

List of Figures.

List of Tables.

List of Boxes.

Preface.

Part I: Managing Human Resources in Context.

1. Personnel Management in Transition: Stephen Bach (King’s College, University of London).

2. Personnel Management and European Integration: A Case of Indelible Imprint? Keith Sisson (University of Warwick Business School).

3. Managing Human Resources in Multinational Companies: Tony Edwards (King’s College, University of London) and Anthony Ferner (De Montfort University).

4. Managing Human Resources in the Networked Organization: Trevor Colling (De Montfort University).

Part II: Employee Resourcing.

5. Recruitment and Selection: Sue Newell (Bentley College).

6. Work-Life Balance: Challenging the Overwork Culture: Janet Walsh (King’s College, University of London).

7. Walking the Talk? Equality and Diversity in Employment: Linda Dickens (University of Warwick Business School).

Part III: Employee Development.

8. Skills, Training and the Quest for the Holy Grail of Influence and Status: Ewart Keep (University of Warwick Business School).

9. Management Development and Career Management: David Guest (King’s College, University of London)and Zella King (University of Reading).

10. Employer and Employee Branding: HR or PR? Martin Edwards (King’s College, University of London).

Part IV: Pay and Performance.

11. New Directions in Performance Management: Stephen Bach (King’s College, University of London).

12. Remuneration Systems: Ian Kessler (Templeton College, University of Oxford).

13. Customer Service Work, Emotional Labour and Performance: Stephen Deery (King’s College, University of London).

Part V: Work Relations.

14. Discipline and Attendance: A Murky Aspect of People Management: Paul Edwards (University of Warwick Business School).

15. Direct Participation and Involvement: Mick Marchington (University of Manchester Business School) and Adrian Wilkinson (University of Loughborough Business School).

16. Management and Trade Unions: Partnership at Work? Stephanie Tailby (University of the West of England) and David Winchester (University of Warwick Business School).

Index

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