Strategic HRM and Performance: A Conceptual Framework [2020] - Original PDF + Epub

دانلود کتاب Strategic HRM and Performance: A Conceptual Framework [2020] - Original PDF + Epub

Author: Alex Vanderstraeten

توضیحات کتاب :

This advanced level core textbook examines the role that HRM and HR managers play in developing processes and practices for high-performance organisations

سرچ در وردکت | سرچ در گودریدز | سرچ در اب بوکز | سرچ در آمازون | سرچ در گوگل بوک

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ضمانت بازگشت

فایل های تست شده

فایل های تست شده

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پرداخت آنلاین

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دانلود فوری

دانلود فوری

This advanced level core textbook examines the role that HRM and HR managers play in developing processes and practices for high-performance organisations. It is built around a unique conceptual framework that provides a clear and coherent structure for the book. Underpinned by recent research in the field and the author’s academic expertise, the book provides an historical overview of the development of strategic HRM as a field of study before bringing the discussion up to date by examining contemporary topics such as sustainable HRM, e-HRM and high-performance work systems. The book extends the focus beyond the firm to include discussions about the role of multiple stakeholders, such as trade unions and governments, to encourage a deeper understanding of the role of national, institutional and cultural issues, as well as other external influences.

 

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Ebook details:
عنوان: Strategic HRM and Performance: A Conceptual Framework
نویسنده: Vanderstraeten, Alex
ناشر: Red Globe Press; 1st ed. 2019 edition (September 15, 2018)
زبان: English
شابک: 1137605014, 978-1137605016

9781137605023 1137605022
حجم: 15 Mb
فرمت: Original PDF + Epub

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CONTENTS LIST OF FIGURES AND TABLES PREFACE INTRODUCTION: THE FOUR DIMENSIONS OF HRM THE USE OF METAPHORS FOR HRM THE FOUR DIMENSIONS THE FOUR-DIMENSIONAL ROLE FOR THE HR MANAGER AN OUTLINE OF THIS BOOK PART I THE INSTRUMENTAL DIMENSION 1 THE BASIC ELEMENTS OF THE INSTRUMENTAL DIMENSION 1.1 THE HISTORY OF ADMINISTRATIVE CONTROL TOWARDS INTERNAL SERVICE 1.2 THE ROLE OF SOCIAL PARTNERS IN SETTING UP INSTRUMENTAL SYSTEMS 1.3 THE CORE BUSINESS OF THE INSTRUMENTAL DIMENSION 1.4 THE 5 ‘E’S IN SETTING UP THE INSTRUMENTAL HRM SUMMARY 2 TOWARDS A MORE TRANSPARENT, LEGITIMATE, FORWARD-LOOKING AND RESULT-DRIVEN SERVICE 2.1 TRANSPARENCY IS MORE THAN OBJECTIVITY IN HRM 2.2 THE SEARCH FOR JUSTICE IN HRM 2.3 LESS ADMINISTRATION AND MORE STRATEGY 2.4 THE HRM DEPARTMENT: TOWARDS MORE RESULT-ORIENTED APPROACHES SUMMARY 3 THE ORGANIZATION OF HRM SERVICES 3.1 HRM AND CONTINUOUS IMPROVEMENT 3.2 HRM AND REENGINEERING 3.3 HRMIS: THE WAY TO AN ICT-DRIVEN EXPERT SYSTEM IN HRM 3.4 OUTSOURCING, INSOURCING OR CO-SOURCING 3.5 HRM SHARED SERVICE CENTRES SUMMARY PART II THE PEOPLE DIMENSION 4 MOTIVATION AND WELLBEING OF EMPLOYEES 4.1 HUMAN RELATIONS: THE FIRST STEPS IN SOCIO-TECHNICAL THINKING IN HRM 4.2 THE BIG CHALLENGE TO MOTIVATE EMPLOYEES 4.3 THE IMPORTANCE OF SOCIAL EXCHANGE BETWEEN LEADER AND EMPLOYEE 4.4 FROM COMPLIANCE TO COMMITMENT IN HRM 4.5 THE OLD THEORIES OF MOTIVATION 4.6 ACTUAL MOTIVATION: A COMPLEX MIX OF BEHAVIOURAL INFLUENCE SUMMARY 5 THE ROLE OF LEADERSHIP IN MOTIVATING EMPLOYEES 5.1 THE CHANGING ROLE OF EXECUTIVES AND MANAGERS 5.2 FROM TRANSACTIONAL TO INNOVATIVE LEADERSHIP 5.3 LEADERSHIP AND MANAGEMENT 5.4 TOWARDS STRATEGIC LEADERSHIP IN ORGANIZATIONS SUMMARY 6 THE IMPORTANCE OF THE SOCIAL ENVIRONMENT 6.1 THE SUPPORTIVE ROLE OF HRM FOR LINE MANAGERS 6.2 SOCIAL-TECHNOLOGICAL SERVICE 6.3 INTERNAL COMMUNICATION 6.4 DEVELOPING FLEXIBLE WORKING CONDITIONS 6.5 TEAM MANAGEMENT AS A SYSTEM FOR INTENSIVE COLLABORATION 6.6 TOWARDS A SAFE, COMFORTABLE AND CHALLENGING WORK ENVIRONMENT 6.7 THE PEOPLE DIMENSION AS SOCIAL ADDED VALUE FOR THE ORGANIZATION SUMMARY PART III THE STRATEGIC DIMENSION 7 THE ESSENCE OF STRATEGIC HRM 7.1 FROM AD HOC PERSONNEL MANAGEMENT TOWARDS A PROACTIVE HUMAN RESOURCE MANAGEMENT 7.2 THE DEBATE ON STRATEGIC HRM VERSUS PERSONNEL MANAGEMENT 7.3 HRM: STRATEGIC THINKING AND ACTING IN RELATION TO THE ENVIRONMENT 7.4 BASIC MODELS IN STRATEGIC HRM 7.5 TOWARDS A STRATEGIC VALUE CHAIN FOR HRM 7.6 STRATEGIC HRM AND HRM STRATEGY SUMMARY 8 FOUR APPROACHES IN STRATEGIC HRM 8.1 THE UNIVERSALISTIC APPROACH: A ‘ONE BEST WAY’ OF HRM? 8.2 THE CONTINGENCY APPROACH 8.3 THE CONFIGURATION APPROACH 8.4 THE CONTEXTUAL APPROACH 8.5 HRM AS A MIX OF APPROACHES SUMMARY 9 STRATEGIC HRM: VERTICAL AS WELL AS HORIZONTAL INTEGRATION 9.1 THE REALIZATION OF VERTICAL INTEGRATION: HRM AS A CONTRIBUTION TO THE ORGANIZATIONAL STRATEGY 9.2 HORIZONTAL INTEGRATION: FROM PRACTICE TO POLICY 9.3 REQUIREMENTS FOR STRATEGIC INTEGRATION 9.4 THE NEED FOR AN ACCURATE FOLLOW-UP OF HRM 9.5 STRATEGIC HRM FROM A MULTIPLE STAKEHOLDER APPROACH 9.6 SUSTAINABLE HRM: A NEW CHALLENGE 9.7 TOWARDS A MEASUREMENT CULTURE IN HRM 9.8 PERFORMANCE MANAGEMENT AS HRM ENHANCEMENT SUMMARY PART IV THE ORGANIZATIONAL DIMENSION 10 ORGANIZATIONAL STRUCTURES AND CULTURES AS PRECONDITIONS FOR AN EFFECTIVE HRM 10.1 THE ACTUAL CHALLENGE FOR ORGANIZATIONS 10.2 THE SIGNIFICANCE OF ORGANIZATIONAL CULTURES FOR HRM 10.3 SOME VIEWS ON ORGANIZATIONAL CULTURES 10.4 THE ROLE OF HRM IN AN INTERNATIONAL AND CULTURAL CONTEXT 10.5 THE NECESSITY OF ORGANIZATIONAL STRUCTURES SUMMARY 11 FACILITATING ORGANIZATIONAL DESIGNS 11.1 THE INSTRUMENTAL ORGANIZATION 11.2 THE QUALITY ORGANIZATION 11.3 THE RESULTS-ORIENTED ORGANIZATION 11.4 THE CLIENT-CENTRED ORGANIZATION 11.5 THE PEOPLE ORGANIZATION 11.6 TEAM ORGANIZATION AS A RESULTS-ORIENTED FORM OF COOPERATION 11.7 THE LEARNING ORGANIZATION 11.8 THE FLEXIBLE ORGANIZATION 11.9 THE INNOVATIVE ORGANIZATION 11.10 THE SEARCH FOR FACILITATING STRUCTURES AND CULTURES 11.11 FACILITATING DESIGNS AND ORGANIZATIONAL DEVELOPMENT SUMMARY 12 THE ORGANIZATION OF THE HRM FUNCTION 12.1 TRENDS IN THE STRATEGIC POSITIONING OF HRM 12.2 ORGANIZATIONAL SOLUTIONS FOR DEVELOPING HRM 12.3 THE ROLE OF HRM IN THE ORGANIZATION 12.4 HRM ROLES FROM A FOUR-DIMENSIONAL APPROACH SUMMARY Index

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