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Human Resource Strategies

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Table of Contents

Introduction - Graeme Salaman PART ONE: HUMAN RESOURCE STRATEGIES Introduction - Graeme Salaman and Christopher Mabey Right Enough to be Dangerously Wrong - David Guest An Analysis of the `In Search of Excellence' Phenomenon The US Human Resource Management Literature - Phil B Beaumont A Review What Business Can Learn From Nonprofits - Peter F Drucker Human Resource Management in the Public Sector - John Storey The Impact of Corporate Strategy on Human Resource Management - John Purcell A Leadership Dilemma - Chris Argyris Skilled Incompetence A Model for the Executive Management of Transformational Change - Richard Beckhard Competitive Strategies and Organizational Change - Alan McKinlay and Ken Starkey PART TWO: STRUCTURAL STRATEGIES Introduction - Sheila Cameron The Coming of the New Organization - Peter F Drucker High Performance - David A Buchanan New Boundaries of Acceptability in Worker Control Modernist and Postmodernist Organization - Stewart R Clegg PART THREE: CULTURAL STRATEGIES Introduction - Kenneth Thompson Organizational Culture - V Lynn Meek Origins and Weaknesses The Impact of Organizational Culture on Approaches to Organizational Problem-Solving - Paul Bate Coming to a New Awareness of Organizational Culture - Edgar H Schein PART FOUR: PERSONNEL STRATEGIES Introduction - Paul Iles and Christopher Mabey Building on Competence - Richard E Boyatzis The Effective Use of Managerial Talent Assessment Centres for Identifying Long-Term Potential and for Self-Development - Jeroen J J L Seegers Strategic Determinants of Managerial Labor Markets - Jeffrey A Sonnenfeld, Maury A Peiperl and John P Kotter A Career Systems View Corporate Training Strategies - Ewart Keep The Vital Component? Multiple Pay Contingencies - Thomas A Mahoney Strategic Design of Compensation

About the Author

Graeme Salaman is Professor of Organization Studies at the Open University Business School


`Both theoretical and practical examination of the issues makes for a fascinating review of the field' - Journal of the Institute of Health Education `Like most OU Course Readers it is sturdy enough to stand on its own, and I am sure that it will prove to be of value to researchers and practitioners as well as to students following Masters' courses in management.... There is a good balance between the conceptual (Clegg on modernist and post-modernist organization), the analytical (McKinlay and Starkey's case studies of Pilkington's, Rank Xerox and Ford UK) and the practical (Seegers' description of the use of assessment centres in the selection and promotion of employees). The editors have produced more than a mere collection of articles: they have brought together an up-to-date, varied and representative sequence of contributions, linked together by brief and thoughtful introductions to each section.... the variety of perspectives ensures that the Reader as a whole is not overly promotional of one point of view. Its use as a reference text is helped by a good subject index.... There is, though, a great deal to recommend. For me, the high spots are: the clarity of Storey's application of human resource management to the public sector (chapter 4), and his four-part conceptual framework built, as he says, on the pillars of integration, commitment and responsiveness, individualism, and line-manager ownership; Drucker's vision (chapter 9) of the information-based organization of the future, more like a hospital, university or symphony orchestra than the large business of today, and his prediction that once we realize that `whole layers of management neither make decisions nor lead' the new organizations will become predominantly organizations of knowledge-specialists and professionals; the impishness of Keep's suggestion (in a chapter on corporate training for strategies that should be required reading for all those involved in industrial training) that managers might not universally and unequivocally seek out well-trained employees - `bearing in mind the education and training of British managers, it is open to question how genuine would be their welcome for a better-educated, better-trained, more self-sufficient and questioning workforce'.... In general, the contributions should promote serious reflection on many of the human resource issues facing managers in the UK today, and perhaps to help remedy what Guest identifies as `their failure to develop habits of reading and of keeping up to date with new ideas'. Although the principal readership will be found in the world of business, every chapter has something of importance to say to the public sector manager, and this volume should be read by senior staff both in the soon-to-be incorporated FE colleges and... in the newly-designated Universities' - Tony Lewis, University of Greenwich, in The Vocational Aspect of Education `A very useful reader.... It combines readability with utility, as well as using pieces which are appropriate for a British readership, as opposed to most books on HRM which seem to be biased towards the US market.... This volume commendably tries to approach HRM from the standpoint of `organization theory' and in doing so focuses on strategies and structures in ways that are both insightful and interesting' - Journal of General Management `Those who are interested in the development and in an actual state of the art of HRM in the US, can gain insight from Beaumont's brilliant and critical review of the American HRM literature. Argyris's hypothesis on the skilled incompetence of managers is highly noteworthy.... Buchanan's study on the acceptability in worker control is an interesting contribution to the phenomenon of individualization - a topic which has been discussed for some years now in Germany. Clegg's study on modernist and postmodernist organization is worth reading for its comparison of Japanese and western styles of management.... Among the three contributions on corporate culture in Part Three Meek's contribution remains remarkable because it treats organizational culture not as a variable which can be determined and measured but as an integrative part of organizations. Schein's famous essay on the awareness of organizational culture has meanwhile become a classic' - Management International Review

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