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Books on the topic 'HRC strategy'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Fox, Stephen. Strategic HRM, corporate strategy and financial performance. University of Wales, 1995.

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2

Armstrong, Michael. The reality of strategic HRM. Institute of Personnel and Development, 1994.

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3

Boylan, P. Redeployment: A strategic HRM initiative. University College Dublin, 1997.

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4

Chanda, Ashok. HRM strategic integration and organizational performance. Response Books, 2009.

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5

Chanda, Ashok. HRM strategic integration and organizational performance. Response, 2009.

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6

Chanda, Ashok. HRM strategic integration and organizational performance. Response, 2009.

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7

1947-, Shen Jie, ed. HRM strategic integration and organizational performance. Response Books, 2009.

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8

Hillen, Ronnie. The way forward: An HRM strategy fo Farm Fed Limited. The Author), 1996.

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9

Strategic HRM: Research and practice in Ireland. Orpen Press, 2014.

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10

Ono, Tom. Heroes of might and magic III: The restoration of erathia. Stuare, 1999.

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11

Holden, Len. Long term patterns in strategic HRM: Case study evidence. Leicester Business School, 1999.

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12

Từ, Quang Hiển. Đại học Thái Nguyên: Quá trình phát triển và những định hướng chiến lược trong giai đoạn 2011-2015. Nhà xuất bản Đại học Thái Nguyên, 2011.

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13

Schwind, Hermann F. Canadian Human Resource Management: A Strategic Approach. 6th ed. McGraw-Hill Ryerson, 2010.

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14

MacIntyre, John. The role of HRM in managing change through the introduction of a corporate environment strategy. The Author], 1998.

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15

Venzhina, Olga. Strategic HRM and firm knowledge-creation capability: Does one lead to another?. Oxford Brookes University, 2002.

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16

Jones, Oswald. Strategic HRM in the pharmaceutical industry: The employment of R&D scientists. Leicester UniversityManagement Centre, 1994.

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17

Adelhelm, Silvia. Geschäftsmodellinnovationen: Eine Analyse am Beispiel der mittelständischen Pharmaindustrie : mit einem Geleitwort von Prof. Dr. Dr. h.c. (NAoG) Dieter Wagner. Eul Verlag, 2013.

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18

Lonergan, Ralph. An analysis of the strategic role of the HRM function: A case study of Intel Ireland. University College Dublin, 1997.

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19

Gilley, Jerry W. Strategically integrated HRD: Partnering to maximize organizational performance. Addison-Wesley, 1998.

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20

Gilley, Jerry W. Strategically integrated HRD: Six transformational roles in creating results-driven programs. 2nd ed. Perseus Pub., 2003.

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21

Guven, Melda. Is there a global approach to HRM: An evaluative study between UK and Turkey from a cultural and strategic perspective. Oxford Brookes University, 2002.

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22

United States. Congress. Senate. Committee on Homeland Security and Governmental Affairs. Ad Hoc Subcommittee on Disaster Recovery and Intergovernmental Affairs, ed. From earthquakes to terrorist attacks: Is the National Capital Region prepared for the next disaster? : joint hearing before the Oversight of Government Management, the Federal Workforce, and the District of Columbia Subcommittee and Ad Hoc Subcommittee on Disaster Recovery and Intergovernmental Affairs of the Committee on Homeland Security and Governmental Affairs, United States Senate, One Hundred Twelfth Congress, first session, December 7, 2011. U.S. G.P.O., 2012.

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23

Yi, Yo-han. Laosŭ ŭi inchŏk chawŏn kaebal punya ODA hyŏnhwang kwa Han'guk ŭi chiwŏn chŏllyak: Current state of foreign aid in HRD in Lao PDR and Korea's assistance strategy. Taeoe Kyŏngje Chŏngch'aek Yŏn'guwŏn, 2012.

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24

Children's Vaccine Initiative. Ad Hoc Committee on an Investment Strategy for Measles Control. Measles control: Resetting the agenda : a report of the Children's Vaccine Initiative Ad Hoc Committee on an Investment Strategy for Measles Control, ... Bellagio, Italy, 15-19 March 1993. Edited by Katz Samuel L and Gellin Bruce G. University of Chicago Press, 1994.

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25

Abdul Majid, Abdul Halim. Human resource costing review of literature and strategies for implementation. UUM Press, 2010. http://dx.doi.org/10.32890/9789675311383.

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Most modern HR practitioners would generally agree that the people in their organization are valuable assets and are as important, if not more important, than the organizationsphysical and intangible assets. The HR (people) assets have been recommended to be measured and linked to accounting reporting mode. Such mode or a discipline that measures human assets and activities is called the Human Resource Costing (HRC). The first part of this monograph highlights previous literatures in explaining concepts, justificationsand potential challenges in implementing HRC. Meanwhile, the second part off

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26

Lepak, David P., and Scott A. Snell. Employment Subsystems and the ‘HR Architecture’. Edited by Peter Boxall, John Purcell, and Patrick M. Wright. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.003.0011.

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There is an interesting tension that exists within the HRM literature with regard to employment subsystems. On the one hand, a clear pattern is emerging in strategic HRM research that suggests that HR systems geared toward increased commitment and employee involvement can have a dramatic impact on organizational outcomes. Terms such as commitment-oriented HR systems, high-performance work systems, high-involvement HRM, and the like exude a connotation of extensive investment in, and reliance on, employees. This article first reviews the ‘HR architecture’ to provide a backdrop for our discussio

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27

Allen, Mathew R., and Patrick M. Wright. Strategic Management and HRM. Edited by Peter Boxall, John Purcell, and Patrick M. Wright. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.003.0005.

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This article aims to discuss this intersection between strategic management and HRM, what we know, and future directions for Strategic Human Resource Management (SHRM) research. It begins by briefly discussing the concept of strategy and the popularization of the resource-based view (RBV) of the firm. Next it addresses its role in creating the link between HRM and strategic management including key questions that the RBV has raised in relation to SHRM. It then examines the current state of affairs in SHRM, the progress made, and key questions and concerns occupying the attention of SHRM resear

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28

Gollan, Paul. Strategic Hrm. Sage Publications, 2008.

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29

Gollan, Paul. Strategic Hrm. Sage Publications, 2003.

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30

Orlitzky, Marc. Recruitment Strategy. Edited by Peter Boxall, John Purcell, and Patrick M. Wright. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.003.0014.

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This article provides an overview of the theoretical and empirical contributions that have been made to the literature on recruitment strategy. Recruitment can usefully be defined as ‘those practices and activities carried out by the organization with the primary purpose of identifying and attracting potential employees’. This definition highlights the important difference between two HR functions that are typically seen as indivisible, or at least difficult to distinguish, namely recruitment and selection. Whereas selection is the HR function that pares down the number of applicants, recruitm

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31

Paauwe, Jaap, and Paul Boselie. HRM and Societal Embeddedness. Edited by Peter Boxall, John Purcell, and Patrick M. Wright. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.003.0009.

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One of the more fundamental aspects of the ongoing debate about the added value of HRM relates to ‘best practice’ versus ‘best fit’. ‘Best practice’ argues for the universal success of certain HR practices while ‘best fit’ acknowledges the relevance of contextual factors. This article argues that differences in institutional settings affect the nature of HRM. To understand this phenomenon, HRM needs additional theory. This article uses ‘new institutionalism’ and the theoretical notions of organizational justice and organizational legitimacy as a better way to understand the shaping of HR polic

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32

Strategic Prospects for Hrm. Hyperion Books, 1995.

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33

Strategic HRM (Developing Practice). Chartered Institute of Personnel & Development, 2002.

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34

Tyson, Shaun. Strategic Prospects for HRM. Jaico Publishing House, 2005.

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35

Tyson, Shaun. Strategic Prospects for HRM. Jaico Publishing House, 2005.

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36

Gilley, Jerry W. Strategic Planning for HRD. ASTD, 2007.

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37

Paauwe, Jaap, and Elaine Farndale. Strategy, HRM, and Performance: A Contextual Approach. Oxford University Press, 2017.

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38

Paauwe, Jaap, and Elaine Farndale. Strategy, HRM, and Performance: A Contextual Approach. Oxford University Press, 2018.

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39

Nayak, A. K. HRD Management ; A Strategic Approach. Commonwealth Publishers, 1996.

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40

Charlwood, Andy, and Kim Hoque. Managing People. Edited by Adrian Wilkinson, Steven J. Armstrong, and Michael Lounsbury. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198708612.013.9.

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HRM comprises of a set of activities (recruitment and selection, training, reward, performance management, etc.) related to the management of people. It is often posited that because people are a key source of competitive advantage, such activities should be seen as central to organizational success. However, the HR function in most organizations is typically administrative in character, and seen as a cost to be minimized. Normative models of HRM that stress HR’s strategic dimension are rarely adopted in practice. This chapter seeks to explain why this is. It argues that five powerful forces c

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41

Cooke, William N. Multinational Companies and Global Human Resource Strategy. Edited by Peter Boxall, John Purcell, and Patrick M. Wright. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.003.0024.

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This article focuses on the salient human resource strategy issues and dynamics that come into play as a function of the multinational reach of companies. Although the overall objectives of formulating and implementing HR strategies are the same for national and multinational companies, global HR strategies must take into account factors germane to direct investments made abroad and the management of cross-border operations. At question herein, therefore, is: What factors or considerations are unique to companies operating across borders and what are the implications of these factors in regard

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42

BPP. HNC/HND BTEC Core Unit 8 Business Strategy (Hnd Textbook). BPP Publishing Ltd, 2000.

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43

Vanderstraeten, Alex. Strategic HRM and Performance: A Conceptual Framework. Red Globe Press, 2018.

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44

The Reality of Strategic Hrm (Developing Strategies). Hyperion Books, 1994.

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45

Purcell, John, and Nicholas Kinnie. HRM and Business Performance. Edited by Peter Boxall, John Purcell, and Patrick M. Wright. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.003.0026.

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The search for causal links between strategic HRM and business performance has dominated both academic and practitioner debate for over two decades. This article poses fundamental questions such as what is meant by performance, how an HR system is to be configured, how the causal chain between HR practices and performance outcomes is to be modeled, and what this means for research in the area. Most importantly, it challenges what we mean by human resource management. Recent research is reviewed to argue that culture, leadership, line manager behaviour, and operational management all need to fa

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46

Swart, Juani, Nina Katrin Hansen, and Nicholas Kinnie. Strategic Human Resource Management and Performance Management in Professional Service Firms. Edited by Laura Empson, Daniel Muzio, Joseph Broschak, and Bob Hinings. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780199682393.013.20.

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This chapter draws on previous research to consider how HRM practices are used to manage human and social capital to generate superior performance in professional service firms. Previous research indicates that PSFs rely on both human capital (knowledge and skills) and social capital (relationships inside and outside the PSF) to manage their performance outputs. In this context the authors review the existing research on strategic HRM practices in PSFs which is predominantly categorized into expertise- and efficiency-orientated HRM systems. They draw on their own research to outline two models

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47

Collings, David G. Workforce Differentiation. Edited by David G. Collings, Kamel Mellahi, and Wayne F. Cascio. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198758273.013.20.

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Historically, a key focus of human resource (HR) professionals was developing, implementing, and standardizing HR polices and processes to ensure employees perform in standardized ways. However, the utility of a standardized approach to HR practices has been increasingly questioned over recent decades. In this vein, formalized workforce-differentiation approaches to the segmentation of the workforce based on employees’ competence or the nature of roles performed to reflect differential potential to generate value has emerged as a central element of talent-management strategies. While earlier r

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48

Guest, David E. HRM and the Worker. Edited by Peter Boxall, John Purcell, and Patrick M. Wright. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.003.0007.

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This article reveals two ‘ideal type’ approaches to HRM that address the issue of control of workers in rather different ways. The ‘high-commitment’ model appears to cede control to employees by emphasizing self-control alongside but also as a means of generating high commitment. The ‘performance management’ model allows managers to retain control and uses HR practices as a means of directing workers' efforts more effectively. The former emphasizes intrinsic control and intrinsic rewards; the latter emphasizes external control and extrinsic rewards. Attempts have been made to integrate element

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49

Rothwell, William. In Action : Linking HRD Programs with Organizational Strategy (In Action Case Study Series). ASTD, 1998.

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50

Boxall, Peter, and John Purcell. An HRM Perspective on Employee Participation. Edited by Adrian Wilkinson, Paul J. Gollan, Mick Marchington, and David Lewin. Oxford University Press, 2010. http://dx.doi.org/10.1093/oxfordhb/9780199207268.003.0002.

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Since the 1980s, human resource management (HRM) has become the most widely recognized term in the Anglophone world referring to the activities of management in organizing work and managing people to achieve organizational ends. HRM itself can be subdivided into three domains: micro HRM, strategic HRM, and international HRM. This diversity in HRM leads to a major problem if one is asked to describe an HRM perspective on employee participation. The response to this challenge is to emphasize the value of taking an ‘analytical approach’ to HRM. This article applies an analytical HRM approach to t

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