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Accompanying online resources for this title can be found at bloomsburyonlineresources.com/strategic-human-resource-management. These resources are designed to support teaching and learning when using this textbook and are available at no extra cost.
Accompanying online resources for this title can be found at bloomsburyonlineresources.com/strategic-human-resource-management. These resources are designed to support teaching and learning when using this textbook and are available at no extra cost.
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Autorenporträt
J. Barton Cunningham is a Professor in the School of Public Administration at the University of Victoria, Canada.
Inhaltsangabe
PART I: THE SHRM STRATEGIC CONTEXT.- 1. Human Resource Management's Strategic Pressures .- 2. Using a SHRM-Balanced Scorecard as a Strategic Framework .- PART II: DESIGNING CUSTOMER FOCUSED JOBS.- 3. Defining Competencies and Critical Requirements for a Job .- 4. Engaging Employees in More Productive Ways of Working.- 5. Workforce Forecasting and Planning .- PART III: ALIGNING STAFFING AND PERFORMANCE MANAGEMENT PROCESSES.- 6. Recruiting a Diverse Workforce.- 7. Aligning Selection Strategies.- 8. Encouraging Employee Development in Reviewing Performance.- PART IV: DEVELOPING AND ENGAGING EMPLOYEES.- 9. Encouraging Individually-directed Career Development .- 10. Encouraging Competency-based Training and Development.- 11. Reducing Stress and Improving Workplace Health and Safety .- 12. Negotiating a Collective Agreement Using Positional and Interest-based Processes .- 13. Developing a Positive Labour Relations Climate .- PART V: COMPENSATING AND REWARDING PEOPLE.- 14. Designing Compensation Systems to Respond to Equity Requirements .- 15. Constructing Retirement and Benefits Plans .- 16. Paying for Performance and Recognizing Employees.
PART I: THE SHRM STRATEGIC CONTEXT.- 1. Human Resource Management's Strategic Pressures .- 2. Using a SHRM-Balanced Scorecard as a Strategic Framework .- PART II: DESIGNING CUSTOMER FOCUSED JOBS.- 3. Defining Competencies and Critical Requirements for a Job .- 4. Engaging Employees in More Productive Ways of Working.- 5. Workforce Forecasting and Planning .- PART III: ALIGNING STAFFING AND PERFORMANCE MANAGEMENT PROCESSES.- 6. Recruiting a Diverse Workforce.- 7. Aligning Selection Strategies.- 8. Encouraging Employee Development in Reviewing Performance.- PART IV: DEVELOPING AND ENGAGING EMPLOYEES.- 9. Encouraging Individually-directed Career Development .- 10. Encouraging Competency-based Training and Development.- 11. Reducing Stress and Improving Workplace Health and Safety .- 12. Negotiating a Collective Agreement Using Positional and Interest-based Processes .- 13. Developing a Positive Labour Relations Climate .- PART V: COMPENSATING AND REWARDING PEOPLE.- 14. Designing Compensation Systems to Respond to Equity Requirements .- 15. Constructing Retirement and Benefits Plans .- 16. Paying for Performance and Recognizing Employees.
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