The worldwide financial crash and the ensuing recession have coincided with other significant long term changes for the Western Economies of Europe and the USA, especially the growing strength of newly developed economies, demographic and technological change, institutional crises and political uncertainty. The interconnected nature of businesses and societies mean the competitive landscape is being transformed, and new economic pressures and opportunities are producing new business models, a rebalancing of economies, and a new HRM.
The application of new technology to the processes and systems of people management is spreading, in a world where competitive advantage is increasingly about how smart the management processes are, and how well people are managed. This text is the first book to analyse the way these contextual pressures are producing a game change in the human resource function of management.
For anyone who has an HR role or is a line manager, or a student of management, and for those who teach, research or consult in the field, this book encapsulates these critically important trends and what they mean for managing people in the 21st Century.
This succinct book introduces readers to the various demographic, economic, financial, political, and technological pressures that are producing significant changes in HR policies and practices around the world. Parry and Tyson (both, Cranfield Univ., UK) divide the book into three main parts with 14 chapters. Chapter 1 introduces the emerging global context, while chapters 2-4 delve into the new social and economic context of HRM and the general consequences of a changing work world on organizational human resource practices. Chapters 5-7 discuss how the role of the organizational HRM function is evolving, as well as the growth and impact of e-HRM processes and practices and the global context of HRM, especially in multinational companies. Chapters 8-14 identify and discuss changes and consequences of external forces on specific HR issues such as diversity, corporate social responsibility, talent management practices, the interaction of HR with the marketing function, employee reward processes, and employee well-being concerns. This informative book will be of special interest to HR practitioners and those concerned with how global changes will impact the organizational people management functions in the 21st century. Summing Up: Recommended. Researchers/faculty and professionals/practitioners. -- T. Gutteridge, University of Toledo, review appeared in the July 2014 issue of CHOICE
1. Introduction - Managing People in the Contemporary Context 2. The New Social Context of HRM 3. The New Economic Context of Human Resource Management 4. Changes to Organizations 5. The Changing Role of HRM 6. Technology and e-HRM 7. HRM across National Boundaries 8. Promoting Equality and Diversity 9. Corporate Social Responsibility 10. Talent Management 11. The Intersection between the HR and Marketing Functions 12. Total Rewards 13. Employee Well-Being 14. Conclusions - Evolution, Devolution or Revolution?