The idea of human resource management has become topical and controversial. The term suggests that people in any organization are an asset to be upgraded and full utilized rather than merely a variable cost to be minimized. This in turn implies that the way in which people are managed is a matter of crucial strategic concern.
Increased international competition has produced various initiatives world-wide for new approaches to management, in particular human resource management. This searching set of interpretations, first published in 1983, will be of interest to serious practitioners and students alike.
Table of Contents
List of tables; List of figures; List of contributors; Preface; Abbreviations; 1. Introduction: from personnel management to human resource management 2. Human resource management: a critical analysis 3. Human resource management: its implications for industrial relations and trade unions 4. Human resource management and the personnel function 5. The impact of corporate strategy on human resource management 6. Selection and appraisal: reconstituting ‘social relations’? 7. Corporate training strategies: the vital component? 8. Financial participation 9. Human resource management and changes in management control systems 10. Limits and possibilities for HRM in an age of management accountancy 11. Looking to the future; Bibliography; Index