Danny Rogers, Adrian Wilkinson, Dong-Wook Song, Anastasia Kynighou
Human Resource Management at Work
The Definitive Guide
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Danny Rogers, Adrian Wilkinson, Dong-Wook Song, Anastasia Kynighou
Human Resource Management at Work
The Definitive Guide
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Providing all the research, models and theory needed for an HR masters degree and the examples and context necessary to excel as an HR professional.
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Providing all the research, models and theory needed for an HR masters degree and the examples and context necessary to excel as an HR professional.
Produktdetails
- Produktdetails
- Verlag: Kogan Page
- 7th edition
- Seitenzahl: 568
- Erscheinungstermin: 24. November 2020
- Englisch
- Abmessung: 262mm x 208mm x 46mm
- Gewicht: 1792g
- ISBN-13: 9781789664881
- ISBN-10: 1789664888
- Artikelnr.: 60548645
- Herstellerkennzeichnung
- Libri GmbH
- Europaallee 1
- 36244 Bad Hersfeld
- gpsr@libri.de
- Verlag: Kogan Page
- 7th edition
- Seitenzahl: 568
- Erscheinungstermin: 24. November 2020
- Englisch
- Abmessung: 262mm x 208mm x 46mm
- Gewicht: 1792g
- ISBN-13: 9781789664881
- ISBN-10: 1789664888
- Artikelnr.: 60548645
- Herstellerkennzeichnung
- Libri GmbH
- Europaallee 1
- 36244 Bad Hersfeld
- gpsr@libri.de
Mick Marchington was emeritus professor of Human Resource Management at University of Manchester, UK and a Chartered Companion of the CIPD. Adrian Wilkinson is a professor and the director of the Centre for Work, Organisation and Wellbeing at Griffith University, Australia and a Chartered Fellow of the CIPD. Rory Donnelly is Professor of HRM at the University of Liverpool, UK and a Chartered Member of the CIPD. Anastasia Kynighou is a senior lecturer in Human Resource Management at Manchester Metropolitan University, UK and a Chartered Member of the CIPD.
Section
ONE: HRM, strategy and the global context; Chapter
01: HRM, strategy, and diversity and inclusion; Chapter
02: Forces shaping HRM at work; Chapter
03: HRM, alignment and integration; Chapter
04: International and comparative HRM; Section
TWO: Responsibilities for delivering HRM; Chapter
05: The changing roles of HR professionals 155 Chapter
06: Line managers, leadership and HRM; Section
THREE: HRM practices and processes; Chapter
07: Resourcing and talent management 225 Chapter
08: Performance management and development; Chapter
09: Learning and knowledge development; Chapter
10: Managing employment relations; Chapter
11: Employee participation, engagement and voice; Chapter
12: Reward management; Section
FOUR: HRM and performance from a business perspective; Chapter
13: HRM and performance; Chapter
14: Research skills and project management
ONE: HRM, strategy and the global context; Chapter
01: HRM, strategy, and diversity and inclusion; Chapter
02: Forces shaping HRM at work; Chapter
03: HRM, alignment and integration; Chapter
04: International and comparative HRM; Section
TWO: Responsibilities for delivering HRM; Chapter
05: The changing roles of HR professionals 155 Chapter
06: Line managers, leadership and HRM; Section
THREE: HRM practices and processes; Chapter
07: Resourcing and talent management 225 Chapter
08: Performance management and development; Chapter
09: Learning and knowledge development; Chapter
10: Managing employment relations; Chapter
11: Employee participation, engagement and voice; Chapter
12: Reward management; Section
FOUR: HRM and performance from a business perspective; Chapter
13: HRM and performance; Chapter
14: Research skills and project management
Section
ONE: HRM, strategy and the global context; Chapter
01: HRM, strategy, and diversity and inclusion; Chapter
02: Forces shaping HRM at work; Chapter
03: HRM, alignment and integration; Chapter
04: International and comparative HRM; Section
TWO: Responsibilities for delivering HRM; Chapter
05: The changing roles of HR professionals 155 Chapter
06: Line managers, leadership and HRM; Section
THREE: HRM practices and processes; Chapter
07: Resourcing and talent management 225 Chapter
08: Performance management and development; Chapter
09: Learning and knowledge development; Chapter
10: Managing employment relations; Chapter
11: Employee participation, engagement and voice; Chapter
12: Reward management; Section
FOUR: HRM and performance from a business perspective; Chapter
13: HRM and performance; Chapter
14: Research skills and project management
ONE: HRM, strategy and the global context; Chapter
01: HRM, strategy, and diversity and inclusion; Chapter
02: Forces shaping HRM at work; Chapter
03: HRM, alignment and integration; Chapter
04: International and comparative HRM; Section
TWO: Responsibilities for delivering HRM; Chapter
05: The changing roles of HR professionals 155 Chapter
06: Line managers, leadership and HRM; Section
THREE: HRM practices and processes; Chapter
07: Resourcing and talent management 225 Chapter
08: Performance management and development; Chapter
09: Learning and knowledge development; Chapter
10: Managing employment relations; Chapter
11: Employee participation, engagement and voice; Chapter
12: Reward management; Section
FOUR: HRM and performance from a business perspective; Chapter
13: HRM and performance; Chapter
14: Research skills and project management