The strategic managing of human resources / edited by John Leopold and Lynette Harris.

Contributor(s): Leopold, John | Harris, Lynette
Material type: TextTextLanguage: English Publisher: Harlow, England ; New York : Prentice Hall/Financial Times, 2009Edition: 2nd edDescription: xxxiv, 587 p. : ill. ; 25 cmISBN: 9780273713869 (pbk. : alk. paper); 0273713868 (pbk. : alk. paper)Subject(s): Personnel management | Strategic planningDDC classification: 658.301 LOC classification: HF5549 | .S8865 2009Online resources: WorldCat details
Contents:
Table of contents Organisations, strategies and human resourcing -- Managing uncertainty or managing uncertainly? -- Employment law and human resourcing strategies -- Ethics and strategic human resourcing -- From equal opportunities to diversity management -- Assessment, selection and evaluation -- Performance management and performing management -- Reward strategies and paying for contribution -- Parting company : the strategic responsibility of exit management -- Human resourcing in international organisations -- Knowledge organisations, strategies and human resourcing -- Managing processes of human resource development -- Developing managers and managerial capacities -- Strategic choice in patterns of employment relationships -- Employee participation, involvement and communications -- Managing consulting and consultancy relationships.
Summary: Starting from the premise that managing human resources strategically is crucial for long term organizational success, this work is essential reading for both future line managers as well as specialist Human Resource Managers.
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In order to be successful an organisation must be able to mange the relationship between the overall business strategy and the strategies in different resource areas such as HR, finance, information or technology. Managing these resource areas in line with the overall business strategy is key to making those strategies deliverable.
Human resources (the knowledge, competencies and behaviours that people bring with them to work) are central to successful implementation of strategy and as both HR managers and Line managers are essential to leading and motivating individuals, both must be involved in the formulation and implementation of HR strategy.

Includes bibliographical references (p. 521-569) and index.

Table of contents Organisations, strategies and human resourcing -- Managing uncertainty or managing uncertainly? -- Employment law and human resourcing strategies -- Ethics and strategic human resourcing -- From equal opportunities to diversity management -- Assessment, selection and evaluation -- Performance management and performing management -- Reward strategies and paying for contribution -- Parting company : the strategic responsibility of exit management -- Human resourcing in international organisations -- Knowledge organisations, strategies and human resourcing -- Managing processes of human resource development -- Developing managers and managerial capacities -- Strategic choice in patterns of employment relationships -- Employee participation, involvement and communications -- Managing consulting and consultancy relationships.

Starting from the premise that managing human resources strategically is crucial for long term organizational success, this work is essential reading for both future line managers as well as specialist Human Resource Managers.

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