Titlebook: Human Resource Management; Rhetorics and Realit Karen Legge Textbook 1995Latest edition Macmillan Publishers Limited 1995 Commitment.Compli

proptosis

书目名称Human Resource Management影响因子(影响力)




书目名称Human Resource Management影响因子(影响力)学科排名




书目名称Human Resource Management网络公开度




书目名称Human Resource Management网络公开度学科排名




书目名称Human Resource Management被引频次




书目名称Human Resource Management被引频次学科排名




书目名称Human Resource Management年度引用




书目名称Human Resource Management年度引用学科排名




书目名称Human Resource Management读者反馈




书目名称Human Resource Management读者反馈学科排名

有常识

What is human resource management?,has increasingly given way to ‘human resource management’ (HRM) or, better still to ‘strategic human resource management’. Nor is this shift exclusively confined to those followers of fashion, the commercial management consultants. It may be charted first in the writings of US academics and managers

拾落穗

,HRM and ‘strategic’ integration with business policy,resources policies with business strategy; the integration or complementarity and consistency of ‘mutuality’ employment policies aimed at generating employee commitment, flexibility and quality; the internalisation of the importance of human resources on the part of line managers. While this chapter

极大痛苦

白杨鱼

HRM: from compliance to commitment?, be found in the assumption that committed employees will be more satisfied, more productive and more adaptable’ (Guest, 1987, p. 513). Explicitly, commitment is contrasted favourably with the ‘resigned behavioural compliance’, seen as characteristic of employment relationships under conventional pe

作呕

HRM and quality: customer sovereignty in the enterprise culture?,ormance, and a public image that the organisation has a reputation for high quality in its human resource management policies. The latter comprises high standards in recruitment, selection, training, appraisal and goal-setting, and in designing ‘high quality challenging jobs for high calibre staff’

晚来的提名

,HRM and ‘new realism’ in industrial relations?,itive advantage. The ‘hard’ model implies that employees are a resource to be used like any other, at management’s discretion, in whatever way best achieves strategic objectives. Both models appear at odds with depictions of the ‘traditional’ British industrial relations system as wedded to voluntar

为宠爱

按等级

staging