Mick Marchington, Adrian Wilkinson, Rory Donnelly
Human Resource Management at Work
The Definitive Guide
Mick Marchington, Adrian Wilkinson, Rory Donnelly
Human Resource Management at Work
The Definitive Guide
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Providing all the research, models and theory needed for an HR master's 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 master's degree and the examples and context necessary to excel as an HR professional.
Produktdetails
- Produktdetails
- Verlag: Kogan Page Ltd
- 8 Revised edition
- Seitenzahl: 576
- Erscheinungstermin: 3. März 2025
- Englisch
- Abmessung: 246mm x 189mm x 37mm
- Gewicht: 1118g
- ISBN-13: 9781398620216
- ISBN-10: 1398620211
- Artikelnr.: 70771579
- Herstellerkennzeichnung
- Libri GmbH
- Europaallee 1
- 36244 Bad Hersfeld
- gpsr@libri.de
- Verlag: Kogan Page Ltd
- 8 Revised edition
- Seitenzahl: 576
- Erscheinungstermin: 3. März 2025
- Englisch
- Abmessung: 246mm x 189mm x 37mm
- Gewicht: 1118g
- ISBN-13: 9781398620216
- ISBN-10: 1398620211
- Artikelnr.: 70771579
- Herstellerkennzeichnung
- Libri GmbH
- Europaallee 1
- 36244 Bad Hersfeld
- gpsr@libri.de
Mick Marchington was emeritus professor of Human Resource Management at Manchester Business School, University of Manchester, UK. He was a Chartered Companion of the CIPD and was its Chief Moderator Standards Mick Marchington had over thirty years' experience in the field, having held academic positions at the Universities of Aston, Central Lancashire and UMIST. Having published around 20 titles, 50 chapters and nearly 100 referred papers on HRM, he is best known for his work on employee involvement, and managing employment across organizational boundaries.
Section
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 intergration; Chapter
04: International and comparative HRM; Section
SECTION TWO: Responsibilities for delivering HRM; Chapter
05: The changing roles of HR professionals; Chapter
06: Line managers, leadershio and HRM; Section
SECTION THREE: HRM practices and processes; Chapter
07: Resourcing and talent management; Chapter
08: Performance management and development; Chapter
09: Implementing HR strategy; Chapter
10: Managing employment relations; Chapter
11: Employee participation, engagement and voice; Chapter
12: Human capital management strategy; Section
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 intergration; Chapter
04: International and comparative HRM; Section
SECTION TWO: Responsibilities for delivering HRM; Chapter
05: The changing roles of HR professionals; Chapter
06: Line managers, leadershio and HRM; Section
SECTION THREE: HRM practices and processes; Chapter
07: Resourcing and talent management; Chapter
08: Performance management and development; Chapter
09: Implementing HR strategy; Chapter
10: Managing employment relations; Chapter
11: Employee participation, engagement and voice; Chapter
12: Human capital management strategy; Section
SECTION FOUR: HRM and performance from a business perspective; Chapter
13: HRM and performance; Chapter
14: Research skills and project management
Section
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 intergration; Chapter
04: International and comparative HRM; Section
SECTION TWO: Responsibilities for delivering HRM; Chapter
05: The changing roles of HR professionals; Chapter
06: Line managers, leadershio and HRM; Section
SECTION THREE: HRM practices and processes; Chapter
07: Resourcing and talent management; Chapter
08: Performance management and development; Chapter
09: Implementing HR strategy; Chapter
10: Managing employment relations; Chapter
11: Employee participation, engagement and voice; Chapter
12: Human capital management strategy; Section
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 intergration; Chapter
04: International and comparative HRM; Section
SECTION TWO: Responsibilities for delivering HRM; Chapter
05: The changing roles of HR professionals; Chapter
06: Line managers, leadershio and HRM; Section
SECTION THREE: HRM practices and processes; Chapter
07: Resourcing and talent management; Chapter
08: Performance management and development; Chapter
09: Implementing HR strategy; Chapter
10: Managing employment relations; Chapter
11: Employee participation, engagement and voice; Chapter
12: Human capital management strategy; Section
SECTION FOUR: HRM and performance from a business perspective; Chapter
13: HRM and performance; Chapter
14: Research skills and project management







