The Realities of Human Resource Management: Managing the Employment Relationship

The Realities of Human Resource Management: Managing the Employment Relationship

The Realities of Human Resource Management: Managing the Employment Relationship

The Realities of Human Resource Management: Managing the Employment Relationship

Synopsis

This new book builds on the success of Managing Human Resources and Industrial Relations (Storey and Sisson, 1993). It provides a succinct, affordable, up-to-date analysis of themes and topics relevant to the management of human resources today. It covers issues of critical contemporary importance such as restructuring, continuous improvement, involvement and participation, pay and working time, training and development, recruitment and selection. It also looks at the implications of contextual changes such as the signing of the 'social chapter' in the EU Maastricht Treaty, and movement towards European economic and Monetary Union.

Three features in particular distinguish this volume from the many others in the field. Firstly, it deals with both the individual and the collective aspects of managing the employment relationship. Most books cover either one or the other but not both. Secondly, in analyzing the latest thinking in both areas, this book takes account of the large body of empiricalresearch that is now available and identifies what it all means for the practitioner. Thirdly, the distinctive style in which this book is written gives it immediacy not common in management texts.

This book will be equally valuable to practicing managers (not only specialist human resource managers) and students of business and management who are studying a course or module in human resource management. Helpfully for the latter audience, the book is arranged so that ea

Excerpt

This book builds upon our previous volume (Storey and Sisson, 1993) in this series and, like that book, it has been written with two main audiences in mind: practising managers, and students of business and management. The managers whom we seek to address are just as likely to be in line, general and project positions as they are to be specialist human resource or industrial relations (HR/IR) practitioners. A crucial feature of the new developments in the area has been the way in which vital new initiatives have been driven, as well as delivered, by managers from outside the specialist function. The adage that every manager needs to be his or her own people-manager has rarely been as relevant as it is now.

The issues discussed in this book are all of critical contemporary importance. Restructuring, continuous improvement, involvement and participation, pay and working time, training and development, recruitment and selection, and other themes associated with managing in a highly competitive environment constitute the heart of the analysis. We have tried to deal with them in both a practical and an academically rigorous fashion. Critically, the book eschews the approach of so many recent management books that purport to offer easy solutions. We do not believe there are any quick fixes of this kind: indeed, in our experience most are likely to end in tears.

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