By examining human resource management (HRM) techniques and processes from the `receiving end′,
Experiencing Human Resource Management provides a rich and valuable view of HRM initiatives and strategies.
If HRM is to contribute to the objectives of the organization, it is imperative to understand how HRM techniques are being applied and experienced. The current HRM literature is dominated by a managerial focus and perspective, however this book tells the experiences of employees in more than 20 organizations across a number of sectors and countries. It sets out to answer three questions: A decade or so from its arrival, is HRM delivering its promises? Of the many documented changes in workplace policies and practices, which can be distinctively attributed to HRM? Where changes are occurring in the name of HRM, who is benefitting?
Tabela de Conteúdo
Foreword – John Monks
PART ONE:INTRODUCTION
Experiencing HRM – Timothy Clark, Denise Skinner and Christopher Mabey
The Importance of the Inside Story
The Morality of HRM – Karen Legge
PART TWO: QUALITY AND CULTURE CHANGE PROGRAMMES
Empowerment through Quality Management – Chris Rees
Employee Accounts from Inside a Bank, a Hotel and Two Factories
Total Quality Management – Linda Glover and Deborah Fitzgerald Moore
Shop Floor Perspectives
Changing Corporate Culture – Graeme Martin, Phil Beaumont and Harry Staines
Paradoxes and Tensions in Local Authority
PART THREE: THE PERCEIVED IMPACT OF HRM ON PRODUCTIVITY AND PERFORMANCE
Training and Development at an Agro Chemical Plant – Jason Heyes
View from the Bridge and Life on Deck – Aisling Kelly and Kathy Monks
Contrasts and Contradictions in Performance-Related Pay
Culture Change within a Regional Business Network – Julia Connell and Suzanne Ryan
PART FOUR: HRM PROVIDING CHOICES AND OPPORTUNITIES
Strategic Integration and Industrial Relations in Greenfield Sites – Patrick Gunnigle and Michael Morley
From Public Sector Employees to Portfolio Workers – Mary Mallon
Pioneers of New Careers?
Diversity Climates and Gendered Cultures – Paul Iles, Elisabeth Wilson and Deborah Hicks-Clarke
A Cross Sector Analysis
A Trail of Clues for Graduate Trainees – Diane Preston and Cathy Hart
Inside or Outside HRM? Lateral Learning in Two Voluntary Sector Organizations – Rona S Beattie and Marilyn Mc Dougall
PART FIVE: CONCLUSION
Getting the Story Straight – Christopher Mabey, Timothy Clark and Denise Skinner
Sobre o autor
Chris started his working life as an apprentice at Longbridge car plant in the heady days of industrial strife at British Leyland. Following this, he worked for a Christian charity, for British Telecom as an occupational psychologist, before heading up management development for Rank Xerox (UK) in the late 80s. Since then he has taught HRM at Masters level at the Open University, Birkbeck College (University of London) and now at Birmingham University. As a longstanding associate of ASK (Europe), he advises on and runs leadership development programmes for organisations of various sizes in diverse sectors. He has a doctorate in Industrial Management and is a Chartered Occupational Psychologist.
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