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05333nam a2200565 4500 |
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ocn880909300 |
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OCoLC |
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20170124071315.1 |
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m o d |
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cr cnu---unuuu |
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140505s2012 xx o 000 0 eng |
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|a AU@
|b eng
|e pn
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|d DG1
|d OCLCF
|d OCLCQ
|d OCLCO
|d DEBBG
|d OCLCQ
|d GrThAP
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|a 9781119208235
|q (electronic bk.)
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|a 1119208238
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|z 9781118509975
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|a AU@
|b 000052917104
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|a DEBBG
|b BV043396829
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|b 856571253
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|a (OCoLC)880909300
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|a e-uk---
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|a HF5549.2.G7 M357 2012
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|a 658.3
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|a MAIN
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|a Bach, Stephen.
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|a Managing Human Resources :
|b Human Resource Management in Transition.
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|a 5th ed.
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|a Hoboken :
|b Wiley,
|c 2012.
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|a 1 online resource (442 pages)
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|a text
|b txt
|2 rdacontent
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|a computer
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|2 rdamedia
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|a online resource
|b cr
|2 rdacarrier
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|a Print version record.
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|a Managing Human Resources: Human Resource Management in Transition; Copyright; Contents; Notes on Contributors; Figures; Tables; Boxes; Part I: Introduction; 1. Human Resource Management in Transition; Human Resource Management in Transition; Development of HR Theory; HRM and Performance; Current HR Context; HRM in Transition?; The Future of HR; Conclusion; 2. Human Resource Management and Performance; Introduction; Why HRM can Contribute to Performance; Does HRM Contribute to Performance?; Institutional Context, HRM and Performance -- Under What Conditions will HRM Contribute to Performance?
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|a Conclusion3. Legal Aspects of the Employment Relationship; Introduction; Individual Employment Protection Rights; The Equality Agenda; Statistics on discrimination law; Unfair Dismissal; Meaning of dismissal; Reasons for dismissal; When is dismissal fair or unfair?; Statistics and impact of unfair dismissal law; Redundancy Pay; Entitlement to a redundancy payment; Redundancy and unfair dismissal; Consultation over redundancy and reorganisation; The Transfer of Undertakings; What is a relevant transfer?; Effects of a TUPE transfer; Consultation and TUPE transfers; Pensions.
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|a Minimum Wage Legislation and Working TimeWorking time and holidays; Conclusion; Part II: Context; 4. Corporate Governance and Human Resource Management; Introduction; Perspectives on Corporate Governance; Broad types of business systems, varieties of capitalism and corporate governance; Who is involved in governance?; Objectives and distribution of returns; Nature of involvement in corporate governance; Conclusions; 5. The International Human Resource Function; Introduction; Previous Research on the HR Function in MNCs; INTREPID Findings.
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|a The Nature of the International HR Function and Variation between MNCsThe Impact of International Integration in HR; Conclusion; Acknowledgements; 6. Customer Service Work, Employee Well-being and Performance; The Nature of Customer Service Work; Encounters or relationships; Emotional labour; Aesthetic labour; Forms of Management Control and HR Practice; Service Work and Employee Well-being; HR policies and worker well-being; Customers and worker well-being; Job satisfaction; Employee Resistance to Management Control; Customer Service Work and Performance; HR practices and service performance.
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|a Summary and ConclusionPart III: Resourcing and Development; 7. Recruitment and Selection; Introduction; The Textbook Model and Disciplinary Perspectives; The textbook model; Disciplinary Perspectives; Summary; The Reality of Recruitment and Selection Practice; Who is being Recruited?; Impact of labour markets; Labour market regulation; Labour market legislation; What is being Recruited?; External conceptions of jobs and occupations; Internal conceptions of jobs and occupations; How is R & S Activity Occurring?; Overview; Macro-level issues; Micro-level issues; Recruitment versus Retention.
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|a Wider Implications and Conclusions.
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|a This revised edition is a comprehensive, authoritative set of essays. It is more detailed and analytical than the mainstream treatments of HRM. As in previous editions, Managing Human Resources analyses HRM, the study of work and employment, using an integrated multi-disciplinary approach. The starting point is a recognition that HRM practice and firm performance are influenced by a variety of institutional arrangements that extend beyond the firm. The consequences of HRM need to incorporate analysis of employees and other stakeholders as well as the implications for organizational performance.
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| 650 |
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|a Personnel management
|z Great Britain.
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| 650 |
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4 |
|a Personnel management
|z Great Britain.
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|a Personnel management.
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7 |
|a Personnel management.
|2 fast
|0 (OCoLC)fst01058797
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| 651 |
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|a Great Britain.
|2 fast
|0 (OCoLC)fst01204623
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| 655 |
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|a Electronic books.
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| 700 |
1 |
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|a Edwards, Martin.
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| 776 |
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|i Print version:
|a Bach, Stephen.
|t Managing Human Resources : Human Resource Management in Transition.
|d Hoboken : Wiley, ©2012
|z 9781119991533
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| 856 |
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|u https://doi.org/10.1002/9781119208235
|z Full Text via HEAL-Link
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|a 92
|b DG1
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