Human Resource Management for MBA and Business Masters 1st edition by Iain Henderson- Ebook PDF Instant Download/Delivery: 1843984423 978-1843984429
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Product details:
ISBN 10: 1843984423
ISBN 13: 978-1843984429
Author: Iain Henderson
Packed with practical information and offering a solid foundation in HRM theory, Human Resource Management for MBA and Business Masters covers all the topics MBA students need to know in a concise, accessible way. One of the only texts available for HR non-specialist students doing a Masters or MBA, it looks at the changing world of the line manager and HR professional with regard to key topics such as HRM and strategy, employee resourcing, human resource development, employee relations and performance management. Annotated further reading for each chapter and questions for each case study help cement knowledge and understanding.
Now aimed at a wider readership of management Masters students, this fully updated 3rd edition of Human Resource Management for MBA and Business Masters features a greater international and contemporary focus, fresh case studies, coverage of the impact of new forms of employment and technology on HR, and updated online supporting resources. With diagrams and models throughout, it covers topics such as CSR, organizational culture and change, performance management and talent management, the criticisms of HRM levelled by the Critical Management School and different HRM challenges as they relate to each chapter. Online supporting resources for tutors include an instructor’s manual, videos, multiple-choice questions and additional case studies; additional resources for students include multiple-choice questions and additional case studies.
Human Resource Management for MBA and Business Masters 1st Table of contents:
Chapter 1 Human resource management
1.1 What do HR managers actually do?
1.2 CIPD ‘profession for the future’
1.3 The evolution of HRM
1.4 Perspectives in the management of people
1.5 The theory of human resource management
1.6 Summing up theoretical HRM
1.7 HRM in practice
1.8 Strategic human resource management (SHRM)
1.9 Best-fit models
1.10 Best-practice models of strategy and HRM
1.11 Some key themes in human resource management in the twenty-first century
1.12 Summing up
Chapter 2 Employee resourcing
2.1 Recruitment and selection
2.2 Why would anyone want to work for you? Employer Brand
2.3 Job analysis, job descriptions and personnel specifications
2.4 Recruitment and selection (hiring)
2.5 Strategic selection
2.6 Some common selection techniques
2.7 So how effective is selection?
2.8 Recruitment and selection in practice
2.9 The ‘gig economy’
2.10 International resourcing
2.11 Talent management
2.12 Employee exit and release
2.13 Resourcing and diversity
Chapter 3 Learning and development
3.1 Definitions
3.2 A brief overview of learning principles
3.3 Levels of learning
3.4 Kolb’s learning cycle
3.5 Transfer of learning
3.6 Explicit and tacit knowledge
3.7 Some common learning and development methods
3.8 Developing people in practice
3.9 The process of formal learning interventions
3.10 Informal learning
3.11 Organisational learning and knowledge management
3.12 Management development
Chapter 4 Employee relations
4.1 What does employee relations mean today?
4.2 Dealing with conflict
4.3 Negotiation and bargaining in employee relations
4.4 Collective bargaining
4.5 Dispute resolution: conciliation, arbitration and mediation
4.6 Informal employee relations processes
4.7 Industrial action
4.8 Employee engagement
4.9 Employee voice
4.10 International comparisons
Chapter 5 HRM and the design of work
5.1 Scientific management
5.2 Developments following scientific management
5.3 The influence of motivation theory on the design of work
5.4 Teamworking
5.5 HRM implications arising from team-based working
5.6 Organisational design
5.7 The ‘flexible firm’ and HRM
5.8 The search for flexibility
Chapter 6 Managing performance
6.1 The contribution of performance management
6.2 The components of performance management
Chapter 7 Managing rewards
7.1 Pay systems
7.2 Money matters
7.3 Types of payment system
7.4 Non-pay benefits
7.5 Putting it all together: the ‘cafeteria’ approach to managing rewards
7.6 Job evaluation
Chapter 8 The global context of HRM: international and comparative HRM
8.1 Approaches to IHRM
8.2 National cultures: the work of hofstede
8.3 International talent management
8.4 IHRM and the selection process: selecting expatriates
8.5 Expatriate re-entry
8.6 Comparative HRM: convergence and divergence
8.7 Trust and leadership
Chapter 9 Contemporary issues and future trends
9.1 High-involvement or high-performance work practices
9.2 HR analytics
9.3 HRM and leadership
9.4 HRM and change management
9.5 New forms of employment utilising information and communication technology (ICT)
9.6 Corporate social responsibility
9.7 Ethics and HRM
9.8 Future trends in human resource management
9.9 To conclude
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Iain Henderson,Human Resource Management,Business Masters
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