1. Human Resource Management and Corporate Culture.
2. Recruitment, Selection, and Assessment.
3. Training Managers to Attain Strategic Goals.
4. How HRM Can Facilitate the Problem-Solving Power of Teams.
5. Building a Learning Organization: A challenge to HR.
6. Leadership Development Across Cultures.
7. From Personal Diagnoses to Web-Based Assessments.
8. Steps Towards Resolving Dilemmas.
9. Creating an Assessment Center.
10. Varieties of Culture Shock.
Endnotes.
Appendices.
Bibliography.
Index.
Anonymous
Posted November 4, 2004
While human resource management (HRM) departments are a critical part of the modern corporation, they are often considered detached from the daily workings of their own employees. In a multinational modern corporation, these problems are exacerbated when other issues distract HRM professionals. Authors Fons Trompenaars and Charles Hampden-Turner inadvertently explain why many corporate employees consider HRM departments irrelevant. Meandering and without focus, their book rarely signals just where it is going. While it is part of a cross-cultural series, this book's stated intent is to make HRM a stronger part of corporate management through the ways it recruits, trains and rewards staff members. The authors cite interesting facts and studies as they discuss various facets of human resource management, including change, motivation, recruitment, assessment tools, managing teams, organizational learning, leadership development and diversity, all with some attention to cross-cultural issues. Although this book falls short of hitting its stated goal of placing HRM at the center of the modern corporation, we appreciate its ambition and the scope of its coverage.
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