Drawing on a wide range of organizational examples, this book brings a new balance to assessing the role and impact of HRM. It looks at the core assumptions of an HRM perspective, and at what happens when organizations seek to implement HRM. The contributors show that there are a number of tensions and contradictions inherent in an HRM concept that raise central issues for practice. They demonstrate that HRM is one approach to employee management that will tend to prevail in certain contexts and conditions rather than universally. Specific themes include: HRM and competitive success; organizational culture and HRM; HRM, flexibility and decentralization; reward management and HRM; HRM, Just-in-Time manufacturing and new technology; HRM and trade unions; HRM as the management of managerial meaning.
This book traces the background to the Treaty of Union of 1707, explains why it happened and assesses its impact on Scottish society, including the bitter struggle with the Jacobites for acceptance of the union in the two decades that followed its inauguration. The book offers a radical new interpretation of the causes of union. The idea that the Scots were 'bought and sold for English gold' is largely rejected. Instead, emphasis is placed upon the international, dynastic and religious contexts in which the union was negotiated. The aggressive France of Louis XIV, the imagined threat posed by the church of Rome, and the real one represented by the Stuart pretender, loomed large in the consciousnesses of Scots who sought union. The principles of the Glorious Revolution, and the persistence from that time on of key political figures in Scotland in their determination to secure a treaty with England were crucial. Unionists too concerned themselves with Scotland's ailing economy, and aspired to the kind of civic society that Holland had become and that they saw in London. They were as patriotic as many of their opponents and believed that union offered the Scots what they were unable to obtain as a small independent state, with the country's interests defended with what John Clerk called Scotland's 'phantom' Parliament. The complex and shifting opinions of the Scottish people outside Parliament are also examined, as well as the effect this had on proceedings within. Key featuresNew controversial interpretation - challenges currently dominant view that the Scots were 'bought and sold for English gold', and bullied into union with England. Wide-ranging; topic coverage comprehensive - looks more widely at Scottish society and its economy, culture etc. than the competitionTimely/topical: contemporary interest in this event in Scottish/British history, especially 2007
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Integrating a variety of historical approaches and methods, Joanna Bourke looks at the construction of class within the intimate contexts of the body, the home, the marketplace, the locality and the nation to assess how the subjective identity of the 'working class' in Britain has been maintained through seventy years of radical social, cultural and economic change. She argues that class identity is essentially a social and cultural rather than an institutional or political phenomenon and therefore cannot be understood without constant reference to gender and ethnicity. Each self contained chapter consists of an essay of historical analysis, introducing students to the ways historians use evidence to understand change, as well as useful chronologies, statistics and tables, suggested topics for discussion, and selective further reading.
Drawing on a wide range of organizational examples, this book brings a new balance to assessing the role and impact of HRM. It looks at the core assumptions of an HRM perspective, and at what happens when organizations seek to implement HRM. The contributors show that there are a number of tensions and contradictions inherent in an HRM concept that raise central issues for practice. They demonstrate that HRM is one approach to employee management that will tend to prevail in certain contexts and conditions rather than universally. Specific themes include: HRM and competitive success; organizational culture and HRM; HRM, flexibility and decentralization; reward management and HRM; HRM, Just-in-Time manufacturing and new technology; HRM and trade unions; HRM as the management of managerial meaning.
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