Professional Documents
Culture Documents
Words of wisdom
The real sources of competitive leverage are the culture and capabilities of your organization that derive from how you manage your people.
The whole emphasis on people demands that top management attract, cultivate and keep the best workforce they can possibly find.
The role of HR is becoming as important if not more than any other executive leadership function.
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Reinforces the theoretical and practical importance of building alliances and networks of co-operative relationships.
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
employee
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
HRM Functions
What do HRM professionals do? Planning Staffing Developing Motivating Maintaining Managing relationships Managing change
Evaluating
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
HRM Functions
What affects what HRM professionals do? External context (economic, political and legal regulations, and social aspects) Strategy Organization (size, work and structure, and technology)
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
HRM Functions
How do HRM professionals do what they do?
Use technical, cognitive and interpersonal processes and skills.
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
HRM Functions
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
HRM cycle: selection, appraisal, development and rewards aim to increase organizational performance.
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Harvard
Situational factors Stakeholder interests HRM policy choices HR outcomes
Long-term consequences
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Harvard
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Harvard
Classifies inputs and outcomes at both organizational and societal level.
Absence of a coherent theoretical basis for measuring the relationship between HR inputs, outcomes and performance.
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Guest
Reflects view that a core set of integrated HRM practices can achieve superior individual and organizational performance. HRM differs from personnel management.
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Guest
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Guest
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Warwick
Extends the Harvard framework. Maps the connections between the outer and inner contexts and explores how HRM adapts to changes in context.
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Warwick
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Storey
Demonstrates the differences between the personnel and industrials and the HRM paradigm by creating an ideal type. Characterizes HRM as an amalgam of description, prescription, and logical deduction.
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Storey
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Storey
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Extent of HRM
How many organizations have adopted the new HRM model? Number of HR architects in the highest levels of decision-making is small.
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material to accompany Human Resource Management: Theory and practice, Third edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan