The human resources (HR) field is in a time of format and self-reflection. This significant text directly addresses the reasons why human resource management has not received its due. It asks:
- What can be done about this?
- Why is it critical to continued organizational performance and innovation?
- What are its benefits?
The authors review the most current thinking on HR initiatives associated with organizational performance and investigate how the field will need to mobilize in new ways to meet the demand of this period of time. With contributions from key thinkers, this is one of the most important books on HRM available.
Table of Contents
Part 1: New Directions in Human Resource Management 1. The Human Resources Revolution Letter: Why Putting People First Matters 2. Human Resources as a Competitive Advantage 3. The HR Function in the New Economy Part 2: New Challenges for Human Resource Management 4. An Architectural Approach to Managing Knowledge Stocks and Flows: Implications for Reinventing the HR Function 5. Managing People in Global Markets 6. How I Stopped Worrying and Learned to Appreciate the Gaps Between Academic HRM and Practice Part 3: Human Resource Management Development and Employee Wellbeing 7. The New Organizational Career: Too Important to be Left to HR? 8. Aligning Work Teams and HR Practices: Best Practices 9. Innovations in Diversity Management: Advancement of Practice and Thought 10. HRM and Downsizing 11. Wellbeing and Health: What HRM can do about it Part 4: Human Resource Management and Organizational Effectiveness 12. HRM in Service: The Contingencies Abound 13. Integrated Speed and Flexibility: Delivering Customer Solutions 14. HRM and Innovation
Ronald J. Burke is currently Professor of Organizational Behaviour, Schulich School of Business, York University in Toronto, Canada. The editor of over a dozen books, he was also the founding editor of the Canadian Journal of Administrative Sciences, and serves on the board of several other journals.
Cary L. Cooper, CBE is Pro Vice Chancellor (External Relations) of Lancaster University and Professor of Organizational Psychology and Health, Lancaster University Management School. In addition, he is Visiting Professor at Heriot-Watt University, Edinburgh; the University of Sheffield; the University of Exeter; Liverpool University and Aston University. He is the author of over 100 books and is a renowned authority in the field of organizational psychology.