Human Resource Management: A Strategic Approach to Employment

Chris Hendry

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Human Resource and Talent Management Management and Organizational Practices Organizational Management and Change

Abstract

PART A - THE MAKING OF HRM: HRM - an overview The context for HRM HRM in Practice PART B - STRATEGY, STRUCTURE AND CULTURE IN ORGANIZATIONAL CHANGE AND HRM: Business strategy and organizational capability Organization structure and HRM Corporate culture and the management of organizational change Strategic change and HRM at Barclaycard: from rapid growth to maturity Strategy, structure and cultural change: managing retrenchment and recovery at Pilkington PART C - BASC CONCEPTS FOR AN EMPLOYEE SYSTEMS PERSPECTIVE: Manpower planning From manpower planning to human resource planning Employment systems: recuitment, pay and careers Managing the system as a whole: towards HRM 1 & 2 PART D - EMPLOYEE GROUPS: Managers and professional employees Managers in an international context Manual and clerical employees Managing technical and organizational change at GKN Hardy Spicer Flexible employees: flexible firms Skills and training in the European Union and beyond PART E - CONCLUSION: Future scenarios: issues for the 1990s and beyond

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