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| 001 | ocn880909300 | ||
| 003 | OCoLC | ||
| 005 | 20240523125537.0 | ||
| 006 | m o d | ||
| 007 | cr cnu---unuuu | ||
| 008 | 140505s2013 enk o 000 0 eng | ||
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_a9781119208235 _q(electronic bk.) |
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| 020 |
_a1119208238 _q(electronic bk.) |
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| 020 |
_z9781119991533 _q(paperback) |
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| 020 | _z9781118509975 | ||
| 020 | _z1118509978 | ||
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| 035 | _a(OCoLC)880909300 | ||
| 043 | _ae-uk--- | ||
| 050 | 4 | _aHF5549.2.G7 M357 2012 | |
| 082 | 0 | 4 | _a658.3 |
| 049 | _aMAIN | ||
| 245 | 0 | 0 |
_aManaging human resources : _bhuman resource management in transition / _cedited by Stephen Bach and Martin R. Edwards. |
| 250 | _aFifth edition. | ||
| 264 | 1 |
_aChichester, England : _bWiley, _c[2013] |
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| 264 | 4 | _c�2013 | |
| 300 | _a1 online resource (427 pages) | ||
| 336 |
_atext _btxt _2rdacontent |
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| 337 |
_acomputer _bc _2rdamedia |
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| 338 |
_aonline resource _bcr _2rdacarrier |
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| 588 | 0 | _aPrint version record. | |
| 505 | 0 | _aManaging Human Resources: Human Resource Management in Transition; Copyright; Contents; Notes on Contributors; Figures; Tables; Boxes; Part I: Introduction; 1. Human Resource Management in Transition; Human Resource Management in Transition; Development of HR Theory; HRM and Performance; Current HR Context; HRM in Transition?; The Future of HR; Conclusion; 2. Human Resource Management and Performance; Introduction; Why HRM can Contribute to Performance; Does HRM Contribute to Performance?; Institutional Context, HRM and Performance -- Under What Conditions will HRM Contribute to Performance? | |
| 505 | 8 | _aConclusion3. Legal Aspects of the Employment Relationship; Introduction; Individual Employment Protection Rights; The Equality Agenda; Statistics on discrimination law; Unfair Dismissal; Meaning of dismissal; Reasons for dismissal; When is dismissal fair or unfair?; Statistics and impact of unfair dismissal law; Redundancy Pay; Entitlement to a redundancy payment; Redundancy and unfair dismissal; Consultation over redundancy and reorganisation; The Transfer of Undertakings; What is a relevant transfer?; Effects of a TUPE transfer; Consultation and TUPE transfers; Pensions. | |
| 505 | 8 | _aMinimum Wage Legislation and Working TimeWorking time and holidays; Conclusion; Part II: Context; 4. Corporate Governance and Human Resource Management; Introduction; Perspectives on Corporate Governance; Broad types of business systems, varieties of capitalism and corporate governance; Who is involved in governance?; Objectives and distribution of returns; Nature of involvement in corporate governance; Conclusions; 5. The International Human Resource Function; Introduction; Previous Research on the HR Function in MNCs; INTREPID Findings. | |
| 505 | 8 | _aThe Nature of the International HR Function and Variation between MNCsThe Impact of International Integration in HR; Conclusion; Acknowledgements; 6. Customer Service Work, Employee Well-being and Performance; The Nature of Customer Service Work; Encounters or relationships; Emotional labour; Aesthetic labour; Forms of Management Control and HR Practice; Service Work and Employee Well-being; HR policies and worker well-being; Customers and worker well-being; Job satisfaction; Employee Resistance to Management Control; Customer Service Work and Performance; HR practices and service performance. | |
| 505 | 8 | _aSummary and ConclusionPart III: Resourcing and Development; 7. Recruitment and Selection; Introduction; The Textbook Model and Disciplinary Perspectives; The textbook model; Disciplinary Perspectives; Summary; The Reality of Recruitment and Selection Practice; Who is being Recruited?; Impact of labour markets; Labour market regulation; Labour market legislation; What is being Recruited?; External conceptions of jobs and occupations; Internal conceptions of jobs and occupations; How is R & S Activity Occurring?; Overview; Macro-level issues; Micro-level issues; Recruitment versus Retention. | |
| 505 | 8 | _aWider Implications and Conclusions. | |
| 520 | _aAs in previous editions, 'Managing Human Resources' analyses HRM, the study of work and employment, using an integrated multi-disciplinary approach. The starting point is a recognition that HRM practice and firm performance are influenced by a variety of institutional arrangements that extend beyond the firm. The consequences of HRM need to incorporate analysis of employees and other stakeholders as well as the implications for organizational performance. | ||
| 590 |
_aJohn Wiley and Sons _bWiley Online Library: Complete oBooks |
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| 650 | 0 |
_aPersonnel management _zGreat Britain. |
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| 650 | 6 |
_aPersonnel _xDirection _zGrande-Bretagne. |
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| 650 | 7 |
_aPersonnel management _2fast |
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| 651 | 7 |
_aGreat Britain _2fast _1https://id.oclc.org/worldcat/entity/E39PBJdmp7p3cx8hpmJ8HvmTpP |
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| 700 | 1 |
_aBach, Stephen, _d1963- _eeditor. |
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| 700 | 1 |
_aEdwards, Martin R., _eeditor. |
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| 758 |
_ihas work: _aManaging human resources (Text) _1https://id.oclc.org/worldcat/entity/E39PCGYC3t8TkbF9fhDrqdFCw3 _4https://id.oclc.org/worldcat/ontology/hasWork |
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| 776 | 0 | 8 |
_iPrint version: _aBach, Stephen. _tManaging Human Resources : Human Resource Management in Transition. _dHoboken : Wiley, �2012 _z9781119991533 |
| 856 | 4 | 0 | _uhttps://onlinelibrary.wiley.com/doi/book/10.1002/9781119208235 |
| 994 |
_a92 _bINLUM |
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_c12097 _d12097 |
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