Titlebook: Human Resource Management; Rhetorics and Realit Karen Legge Textbook 1995Latest edition Macmillan Publishers Limited 1995 Commitment.Compli

proptosis

書目名稱Human Resource Management影響因子(影響力)




書目名稱Human Resource Management影響因子(影響力)學(xué)科排名




書目名稱Human Resource Management網(wǎng)絡(luò)公開度




書目名稱Human Resource Management網(wǎng)絡(luò)公開度學(xué)科排名




書目名稱Human Resource Management被引頻次




書目名稱Human Resource Management被引頻次學(xué)科排名




書目名稱Human Resource Management年度引用




書目名稱Human Resource Management年度引用學(xué)科排名




書目名稱Human Resource Management讀者反饋




書目名稱Human Resource Management讀者反饋學(xué)科排名

有常識

What is human resource management?,has increasingly given way to ‘human resource management’ (HRM) or, better still to ‘strategic human resource management’. Nor is this shift exclusively confined to those followers of fashion, the commercial management consultants. It may be charted first in the writings of US academics and managers

拾落穗

,HRM and ‘strategic’ integration with business policy,resources policies with business strategy; the integration or complementarity and consistency of ‘mutuality’ employment policies aimed at generating employee commitment, flexibility and quality; the internalisation of the importance of human resources on the part of line managers. While this chapter

極大痛苦

白楊魚

HRM: from compliance to commitment?, be found in the assumption that committed employees will be more satisfied, more productive and more adaptable’ (Guest, 1987, p. 513). Explicitly, commitment is contrasted favourably with the ‘resigned behavioural compliance’, seen as characteristic of employment relationships under conventional pe

作嘔

HRM and quality: customer sovereignty in the enterprise culture?,ormance, and a public image that the organisation has a reputation for high quality in its human resource management policies. The latter comprises high standards in recruitment, selection, training, appraisal and goal-setting, and in designing ‘high quality challenging jobs for high calibre staff’

晚來的提名

,HRM and ‘new realism’ in industrial relations?,itive advantage. The ‘hard’ model implies that employees are a resource to be used like any other, at management’s discretion, in whatever way best achieves strategic objectives. Both models appear at odds with depictions of the ‘traditional’ British industrial relations system as wedded to voluntar

為寵愛

按等級

staging