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Books on the topic 'HRM (Human Resource Management)'

Author: Grafiati

Published: 4 June 2021

Last updated: 28 January 2023

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1

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

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2

Betcherman, Gordon. HRM trends in the wood sector: Results of the human resource practices survey. Kingston, Ont: Industrial Relations centre, Queen's University, 1993.

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3

1966-, Torres-Coronas Teresa, and Arias-Oliva Mario 1968-, eds. Encyclopedia of human resources information systems: Challenges in e-HRM. Hershey, PA: Information Science Reference, 2008.

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4

E, Kidwell Roland, ed. HRM from A-Z: Critical questions asked & answered. Boston: McGraw-Hill/Irwin, 2001.

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5

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

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6

Human resources management tools: Guidelines for upgrading your HRM/HRIS capabilities. Tucson, AZ: Bidniss Books, 1988.

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7

McMullen, Kathryn Elizabeth. HRM trends in the business services sector: Results of the human resource practices survey. Kingston, Ont: Industrial Relations centre, Queen's Unversity, 1993.

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8

Diversiteit als uitdaging: De zin en onzin van divers talent. Amsterdam: Boom, 2010.

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9

McMullen, Kathryn Elizabeth. HRM trends in the fabricated metal products sector: Results of the human resource practice survey. Kingston, Ont: Industrial Relations Centre, Queen's University, 1993.

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10

Taalwerkplaats, ed. Maak van je bedrijf een toporganisatie!: De vijf pijlers voor het creëren van een high performance organisatie. Culemborg: Van Duuren Management, 2008.

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11

Betcherman, Gordon. HRM trends in the electrical and electronic products sector: Results of the human resource practices survey. Kingston, Ont: Industrial Relations Centre, Queen's University, 1993.

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12

Society for Human Resource Management (U.S.). National Conference. 1990 perspectives in human resources: HRM issues and visions, Atlanta, June 24-27, 1990 : 42nd National Conference proceedings. Alexandria, Va. (606 N. Washington St., Alexandria, 22314): Society for Human Resource Management, 1990.

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13

Parker, Philip M. The 2009-2014 world outlook for human resource management systems (HRMS). San Diego, Calif: Icon Group, 2008.

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14

E, Kaufman Bruce, ed. Hired hands or human resources?: Case studies of HRM programs and practices in early American industry. Ithaca: Cornell University Press, 2010.

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15

Kaufman, Bruce E. Hired hands or human resources?: Case studies of HRM programs and practices in early American industry. Ithaca: Cornell University Press, 2010.

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16

SAARC Human Resource Development Centre. Directory of HRD expets in the SAARC region. Islamabad: SAARC Human Resource Development Centre, 2007.

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17

SAARC Human Resource Development Centre. Directory of HRD expets in the SAARC region. Islamabad: SAARC Human Resource Development Centre, 2012.

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18

Cabulay, Danny A. Human Resource Management in the Tourism and Hospitality Industry: A comprehensive guide for teachers, practitioners, students and industry mentors. Philippines: Rex Book Store, Inc., 2009.

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19

Carpio, Christine P. Human Resource Management in the Tourism and Hospitality Industry: A comprehensive guide for teachers, practitioners, students and industry mentors. Philippines: Rex Book Store, Inc., 2009.

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20

Chalofsky, Neal. Effective human resource development: How to build a strong and responsive HRD function. San Francisco: Jossey-Bass Publishers, 1988.

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21

Ellen, Schultz Sydney, ed. Psychology and work today: An introduction to industrial and organizational psychology. Upper Saddle River, N.J: Prentice Hall, 2010.

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22

T, Venkateswara Rao, ed. HRD in the new economic environment: Papers presented at the National HRD Network Conference on the 'Changing Role of Human Resource Development in New Economic Environment', January 20-22, 1994, Bombay. New Delhi: Tata McGraw-Hill Pub. Co., 1994.

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23

1934-, Sinha Dharni P., ed. Aligning human resource processes: Challenges of development : papers presented at the 5th National Conference of the National HRD Network, Hyderabad, January 4-6, 1996. New Delhi: Tata McGraw-Hill Pub. Co., 1996.

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24

Mondy, R. Wayne. Human resource management. 4th ed. Boston: Allyn and Bacon, 1990.

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25

Byars, Lloyd L. Human resource management. 3rd ed. Homewood, IL: Irwin, 1991.

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26

Torrington, Derek. Human resource management. 4th ed. New York: Prentice Hall Europe, 1998.

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27

Fisher, Cynthia D. Human resource management. 3rd ed. Boston: Houghton Mifflin Co., 1996.

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28

Boxall, Peter, John Purcell, and Patrick M. Wright. Human Resource Management. Edited by Peter Boxall, John Purcell, and Patrick M. Wright. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.003.0001.

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Human resource management (HRM), the management of work and people towards desired ends, is a fundamental activity in any organization in which human beings are employed. It is not something whose existence needs to be elaborately justified: HRM is an inevitable consequence of starting and growing an organization. This article focuses on the scope of HRM and its major subfields. For example, Micro HRM (‘MHRM’) covers the subfunctions of HR policy and practice.

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29

International Human Resource Management (Global HRM). 3rd ed. Routledge, 2008.

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30

International Human Resource Management (Global HRM). 3rd ed. Routledge, 2008.

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31

Learning, MindEdge. Data and Human Resource Management (HRM 360). MindEdge Press, 2022.

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32

Pearson. Human Resource Management&hrm Skills CD Pkg. Pearson, 2009.

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33

Yusof, Ab Aziz. The human side of human resource management. UUM Press, 2014. http://dx.doi.org/10.32890/9789670474922.

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Human resource is the most valuable asset in an organization as it is managed, operated and run by them.The progress, survival and success of the organization is totally depends on the capabilities and the competitiveness of their HR especially in the era of critical and drastic change.As a result, HR manager has to face a more competitive, uncertain and complex HR expectations, needs and wants in a turbulent business environment.Therefore, his ability in managing HR is becoming more crucial to the success and the survival of the organisation. As HR manager is the key player in running the organisation, it is important for him to ensure a holistic and comprehensive approach, by putting in balance both the human side which is considered as soft HRM and the technical side which is considered as hard HRM, need to be simultaneously taken into consideration.Therefore, managing the human side of human resourceculture, symbols, diversity, humour, emotional intelligence, justice, forgiveness, and spiritualityis believed to be far more complicated than managing the technical side of it. The human side of human resource management treats employees as partners and a source of competitive advantage through their commitment, trust, job satisfaction, loyalty and collaboration.Furthermore, HR is viewed as a proactive rather than passive inputs in executing the task and responsibility.The managers ability in managing the human side of human resource strategically is equally important as managing the technical side as both play significant role in influencing the bottom line of the organisation through their symbiotic relationship.

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34

Fundamentals of Human Resource Management: Functions of HRM. Independently Published, 2017.

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35

Acp Mis 34180 Hrm Human Resource Management Applications Cas. Cengage South-Western, 2015.

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36

Sudan, Amrik Singh, and Anu Chadha. Human Resources Management (HRM) and Globalization. New Century Publications, 2015.

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37

Boxall, Peter, John Purcell, and Patrick M. Wright, eds. The Oxford Handbook of Human Resource Management. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.001.0001.

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The Oxford Handbook of Human Resource Management aims to provide an authoritative account of current trends and developments in Human Resource Management (HRM). HRM is central to management teaching and research, and has emerged in the last decade as a significant field from its earlier roots in personnel management, industrial relations, and industrial psychology. People Management and High Performance teams have become key functions and goals for managers at all levels in organizations. The text is divided into four parts: foundations and frameworks; core processes and functions; patterns and dynamics; and finally measurement and outcomes.

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38

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 of HRM practices which are used to manage human and social capital and discuss the link to innovation. The first of these emphasizes the protection of human capital and therefore has centripetal properties, whereas the second is more client-focused and therefore displays centrifugal properties. Finally, they consider the managerial challenges that these models present and point to avenues for future research.

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39

Singh, Krishna Kumar. Objective Human Resource Management: MCQs in HRM and IR with Answers. Independently Published, 2017.

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40

Parry, Emma, Michael J. Morley, and Chris Brewster, eds. The Oxford Handbook of Contextual Approaches to Human Resource Management. Oxford University Press, 2021. http://dx.doi.org/10.1093/oxfordhb/9780190861162.001.0001.

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In recent years, scholars and practitioners have increasingly recognized that human resource management (HRM) has paid insufficient attention to the impact of context. While research has been devoted to examining the impact of national context on HRM systems, this literature has been largely separate from that focused on other levels of context affecting organizational choices in HRM strategies, such as the impact of the organizational environment, industry sector, occupation, or workforce characteristics. In addition, research has tended to consider elements of context in isolation rather than considering its impact at different levels. The goal of The Oxford Handbook of Contextual Approaches to Human Resource Management is to provide a more holistic approach to developing a contextual understanding of HRM. This handbook offers a comprehensive understanding of the influence of contextual characteristics on the design and implementation of HRM systems. Rather than focusing on a single level or approach to examining context, the handbook provides both conceptual and empirical analyses of different elements of context using a range of lenses and measures. To explore the influence of contextual factors at multiple levels, the volume assembles a range of detailed conceptual and empirical accounts of how context affects the design, implementation, and impact of HRM activities.

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41

Martin, Christopher L., Jr Roland E. Kidwell, and Jr Roland Kidwell. HRM from A-Z. McGraw-Hill/Irwin, 2000.

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42

Two extremes? Flexible working in Europe: A study of differences in Flexible Working Time between two European Plasma Fractionators in Britain and the Netherlands: A comparative study of the industrial relations and human resource implications of flexible working time arrangements. Uk, Germany: VDM Verlag Dr. Müller, 2011.

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43

Danisch, Alexander. Human Resource Management: Probleme Bei der Adaption Fremder Hrm-Praktiken und Alternativen. GRIN Verlag GmbH, 2013.

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44

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 researchers. Finally, it concludes with a personal view on future directions for SHRM research.

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45

Tsui, Anna P. Y., and K. T. Lai. Professional Practices of Human Resource Management in Hong Kong: Linking HRM to Organizational Success. Hong Kong University Press, 2009.

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46

Tsui, Anna P. Y. Professional Practices of Human Resource Management in Hong Kong: Linking HRM to Organizational Success. Hong Kong University Press, 2010.

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47

Dessler, Julia. Human Resources Management Handbook: Principles and Perspectives of HRM. Independently Published, 2018.

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48

Itani, Sami. Ideological Evolution of Human Resource Management: A Critical Look into HRM Research and Practices. Emerald Publishing Limited, 2017.

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49

Itani, Sami. Ideological Evolution of Human Resource Management: A Critical Look into HRM Research and Practices. Emerald Publishing Limited, 2017.

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50

Itani, Sami. Ideological Evolution of Human Resource Management: A Critical Look into HRM Research and Practices. Emerald Publishing Limited, 2017.

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