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Strategic Human Resource Management and Employment Relations

An International Perspective

Author(s):
Publisher:

Springer

Pages: 271
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AVAILABLE FORMATS

Hardcover - 9789811303982

11 July 2018

£69.99

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Ebook - 9789811303999

29 May 2018

£55.99

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This book analyses a collection of key strategic human resource management (HRM) and employment relations (ER) topics. The book follows a unique pedagogical design employing problem-based learning and participant-centred...

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This book analyses a collection of key strategic human resource management (HRM) and employment relations (ER) topics. The book follows a unique pedagogical design employing problem-based learning and participant-centred learning approaches, both of which the author has extensive experience in implementing with post-graduate learners. The book also prepares the learner to use these approaches, and has resources for the instructor.The first part of the book provides a very focussed research commentary highlighting the key theoretical approaches in HRM and ER. The second part offers details of the design and implementation of strategic HRM and ER practices. The third part features a selection of contemporary research-based case studies that bring to life the debates and tensions inherent in the field of strategic HRM and ER.

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Provides a single resource for research analysis and case-study-based learning
Presents a pedagogical blend of problem-based learning and participant-centred learning approaches
Offers a wide range of global perspectives through a diverse collection of international cases

Chapter 1: Introduction
Chapter 2: Strategy and HRM
Chapter 3: Best fit or best practice
Chapter 4: Resource-based view of the firm
Chapter 5: Institutional theory and SHRM & ER
Chapter 6: Strategic Employment Relations: A strategic choice perspective
Chapter 7: Professionalism and HRM & ER
Chapter 8: Strategic workforce design and workforce planning
Chapter 9: Strategic performance management
Chapter 10: Managing employee learning and development: A strategic perspective
Chapter 11: Employee voice
Chapter 12: Managing change: A strategic perspective
Chapter 13: Strategic approach to rewards and benefits
Chapter 14: Special topics.
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Ashish Malik is Senior Lecturer at the University of Newcastle Australia, and his research interests lie in strategic human resource management and human resource development, international human resource management, people management in high-tech services sector, strategic capabilities and resources. Dr. Malik has collaborated with a number of leading academics from the UK, New Zealand, China, and India, and is on the editorial board of the Asian Business & Management, and Journal of Asian Business Studies and Jindal Journal of Business Research, and is the Area Editor of Journal of Asia Business Studies. Dr Malik has co-edited and authored several books on HRM practices and its...

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Ashish Malik is Senior Lecturer at the University of Newcastle Australia, and his research interests lie in strategic human resource management and human resource development, international human resource management, people management in high-tech services sector, strategic capabilities and resources. Dr. Malik has collaborated with a number of leading academics from the UK, New Zealand, China, and India, and is on the editorial board of the Asian Business & Management, and Journal of Asian Business Studies and Jindal Journal of Business Research, and is the Area Editor of Journal of Asia Business Studies. Dr Malik has co-edited and authored several books on HRM practices and its relationship with business models, human capital formation, and culture in the context of service firms operating in India. 

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