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Few would disagree with the principle that successful achievement of an organization's overall strategic objectives is bound up with the design and implementation of appropriate human resource strategies (HRS).
Yet many questions remain about what is entailed in implementing effective HRS. This volume brings together a range of outstanding contributions which explore not only the advantages but also the complexities of a strategic approach to human resource management. Deliberately broad in scope to reflect the organization-wide ramifications of HRS, combining theoretical analyses alongside case studies of HRS in practice, the book offers a fascinating review of this crucial topic.
The book begins by addressing key themes and debates within the field, including the limiting assumptions underpinning the current dominant approach to human resource management, the role of HRS in the public and non-profit sectors, and the contradictions that may arise between competitive business strategies and long-term, integrated human resource strategies. This first section also presents examples of how effective HRS can lead to improved competitive performance.
Succeeding sections then focus on three core organizational arenas inevitably implicated in strategic human resource management - organizational structure, culture and personnel strategies. Contributors explore the significance of structural change for human resource management and strategy. The concept of organizational culture is critically analysed, as is the role of culture in facilitating or inhibiting organizational change. Finally, the book considers a number of personnel issues central to the development of HRS.
Human Resource Management is now firmly 'on the agenda' for management in the 90's and beyond. Making an important contribution to understanding and even shaping this agenda, Human Resource Strategies will be invaluable reading for both managers and students of management alike.
Human Resource Strategies is a Course Reader for The Open University Course B884 Human Resource Strategies.
|Series:||Published in association with The Open University Series|
|Edition description:||New Edition|
|Product dimensions:||6.14(w) x 9.21(h) x (d)|
About the Author
Graeme Salaman is Professor of Organization Studies at the Open University Business School
Table of Contents
Introduction - Graeme SalamanPART ONE: HUMAN RESOURCE STRATEGIESIntroduction - Graeme Salaman and Christopher MabeyRight Enough to be Dangerously Wrong - David Guest An Analysis of the 'In Search of Excellence' PhenomenonThe US Human Resource Management Literature - Phil B Beaumont A ReviewWhat Business Can Learn From Nonprofits - Peter F DruckerHuman Resource Management in the Public Sector - John StoreyThe Impact of Corporate Strategy on Human Resource Management - John PurcellA Leadership Dilemma - Chris Argyris Skilled IncompetenceA Model for the Executive Management of Transformational Change - Richard BeckhardCompetitive Strategies and Organizational Change - Alan Mc Kinlay and Ken StarkeyPART TWO: STRUCTURAL STRATEGIESIntroduction - Sheila CameronThe Coming of the New Organization - Peter F DruckerHigh Performance - David A Buchanan New Boundaries of Acceptability in Worker ControlModernist and Postmodernist Organization - Stewart R CleggPART THREE: CULTURAL STRATEGIESIntroduction - Kenneth ThompsonOrganizational Culture - V Lynn Meek Origins and WeaknessesThe Impact of Organizational Culture on Approaches to Organizational Problem-Solving - Paul BateComing to a New Awareness of Organizational Culture - Edgar H ScheinPART FOUR: PERSONNEL STRATEGIESIntroduction - Paul Iles and Christopher MabeyBuilding on Competence - Richard E Boyatzis The Effective Use of Managerial TalentAssessment Centres for Identifying Long-Term Potential and for Self-Development - Jeroen J J L SeegersStrategic Determinants of Managerial Labor Markets - Jeffrey A Sonnenfeld, Maury A Peiperl and John P Kotter A Career Systems ViewCorporate Training Strategies - Ewart Keep The Vital Component?Multiple Pay Contingencies - Thomas A Mahoney Strategic Design of Compensation