Description
Book SynopsisPresenting research evidence and company examples, this title shows how to create organizations that add value to investors, customers and employees. It illustrates why and how human resource management practices become a competitive advantage. It also reviews these practices in an international context.
Table of ContentsI. Human Resources as a Competitive Advantage. The Human Resources Revolution (R.J. Burke). Why Putting People First Matters. (R.J. Burke). Emerging Perspectives on the Relationship between HRM and Performance. (D. Lepak et al.). Designing Effective HRM Systems: The Issue of HRM Strategy (S. Kepes, J. Delery) II. Human Resource Management in the International Context. Human Resource Management in Europe and North America: Similarities and Differences. (B. Van Diepen, A. Van Iteron, R.A. Roe). Globalizing HRM: The Growing Revolution in Managing Employees Internationally. (P. Sparrow, C. Brewster). Developing the Global Manager. (M. Dalton). III. Human Resource Management and Employee Well-being. The Challenges of HRM in Managing Employee Stress and Improving Well-being. (C. Cooper). Human Resource Policies for Work-Personal Life Integration. (E. Demerouti). IV. Human Resource Management and Organizational Effectiveness. HRM for Team-Based Working. (M. West, L. Markiewicz, H. Shipton). Human Resource Management Practices in the Knowledge Economy: Developing Human and Social Capital. (B. Ghitulescu, C. Leana). Engagement with Work: Issues for Measurement and Intervention. (M.P. Leiter). Becoming a Talent Leader - Individual and Organizational Perspectives. (M. Mongillo). The Strategic Employee Survey. (J.W. Wiley). Developing Leaders: A Multi-Level Perspective. (T. Nielsen, T. Halfhill). Developing the Adaptive and Global Leader: HR Strategies within a Career-long Perspective. (S. Zccaro, G. Wood, J. Herman).
