Screen LibraryStrategic people management and development : theory and practice /
"Strategic People Management and Development maps to the CIPD Level 7 module 'People Management and Development strategies for performance'. It focuses on the need for evidence-based and outcome-driven practice in the people profession and explains how HR and Learning and Development...
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| Group Author: | ; |
|---|---|
| Published: |
Kogan Page,
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| Publisher Address: | New York, NY : |
| Publication Dates: | 2023. |
| Literature type: | Book |
| Language: | English |
| Edition: | Sixth edition. |
| Subjects: | |
| Summary: |
"Strategic People Management and Development maps to the CIPD Level 7 module 'People Management and Development strategies for performance'. It focuses on the need for evidence-based and outcome-driven practice in the people profession and explains how HR and Learning and Development (L&D) professionals can create value and drive performance in an organisation. It provides a thorough grounding in the theory and practice of how to lead and manage employees and effectively develop a workforce as well as extensive coverage of how to ensure professionalism and ethical behaviour in the people function. This book also includes discussion of organisation development and how high-performance work practices drive positive organisational and employee outcomes. This book also includes practical advice on key HR activities including recruitment, job design,and reward. Fully updated throughout, this book includes case studies to help students see how the theory applies in practice, reflective practice activities to help them think critically about the content and self-test their learning progress as well as 'explore further' boxes to encourage wider reading. Online resources include an instructor's manual, lecture slides, and sample essay questions"-- |
| Item Description: | Previous edition entered under title: Strategic human resource management. |
| Carrier Form: | xv, 392 pages : illustrations ; 25 cm |
| Bibliography: | Includes bibliographical references (pages [326]-379) and index. |
| ISBN: |
9781398607606 1398607606 9781398607620 1398607622 |
| Index Number: | HF5549 |
| CLC: | F272.92 |
| Call Number: | F272.92/S898-4/6th ed. |
| Contents: | Part One. Strategic people management and development. Introduction ; Overview ; Introduction ; The structure of the book ; Conclusion -- Part Two. People management and the strategic context. The scope and nature of people management. Overview ; Introduction ; Definitions of personnel management, human resource management and human resource development ; The scope and nature of HRM and HRD ; Models of HRM and strategic HRM ; HRD and strategic HRD ; The shape of HR ; Capability building by the HR function ; Strategic HRM and human capital management ; Future trends for people professionals ; Conclusion -- People management : strategy, culture and values. Overview ; Introduction ; The scope and nature of strategy ; The importance of culture ; The interplay between strategy and culture ; Branding and organisational values ; The competing values framework ; Good work as examined by the CIPD ; The customer and the organisation ; Customer alignment ; HRM and RISK ; Conclusion -- HRM contributions in different settings. Overview ; Introduction ; HR in different contexts ; HR roles as the organisation grows : SMEs ; Expanding our borders : the growth of internationalisation ; Strategic international HRM ; Conclusion -- Professional and ethical people practice. Overview ; Introduction ; Professions ; The purpose of business ; Introducing business ethics ; Approaches to ethics ; Sustainability and HR ; Equal opportunities and ethics ; Data, technology and ethics ; Embedding ethical practice -- the role of HR ; Conclusion -- Part Three. Strategic people management and development effectiveness. Recruitment and selection. Overview ; Introduction ; Effective recruitment and selection ; Validity of selection methods ; Contemporary themes in recruitment and selection ; Fairness in recruitment and selection ; The extent of professional practice ; Recruitment and selection : a contingency approach ; Conclusion -- Talent management and developing employees for performance. Overview ; Towards conceptualising talent and talent management ; The growing importance of talent management for individuals and organisations ; Context matters ; Key talent management stakeholders ; The talent management cycle ; Employee learning and development : a key element of talent management agendas ; Conclusion : reshaping talent management agendas to enhance organisational performance -- Engagement, wellbeing and inclusion. Overview ; Introduction : recognising workplace dynamics ; Engagement ; Wellbeing ; Inclusion ; Conclusion -- Managing the employment relationship. Overview ; Introduction ; The contract of employment ; Conflict and the employment relationship ; Diversity at work ; Conclusion : Reflections on managing the employment relationship -- Performance and reward : a strategic approach. Overview ; Introduction ; Perspectives on performance management ; Monitoring progress and measuring results ; Performance management as a process ; Motivated to perform? ; The links between reward and performance ; Arguments against the use of performance management ; the role of HR and best practice within PM ; Conclusion -- Organisational design and effective working practices. Overview ; Introduction ; Key terms ; Models of structure ; Approaches to job design ; Smart and agile working ; Conclusion -- Organisational development and change. Overview ; Introduction ; Types of change ; Analysing the change context ; Choice of change intervention ; Leading change ; HR value added and change ; Change and performance ; Conclusion -- Part Four. Conclusion. Summary themes and future trends. Overview ; Key trends ; Conclusion. |