Human Resource Management

Christopher Mabey is a senior lecturer and Head of the centre for Human Resources and Change Management at the Open Business School. A Chartered Occupational Psychologist, he researches, writes and consults widely on individual and organizational development. Graeme Salaman is Reader in Sociology in the Social Science faculty of the Open University. He has published extensively over many years in the sociology of work and organizations, and in human resource strategies. John Storey is Senior Lecturer in Human Resource Management at Loughborough University Business School. He is the author of three previous books including the highly successful New Perspectives on Human Resource Management.

• Acknowledgements. List of Figures.List of tables.Preface.Introduction..Part 1: SHRM: A New Way of Managing?.1. The Nature, Origins and Implications of SHRM.2. Linking Organizational and Human Resource Strategies.3. SHRM in a Global Context..Part 2: Managing Performance.4. Performance Management Strategies.5. Training and Development Strategies.6. International Human resource Strategies..Part 3: Managing Structures.7. Organizational Structuring and Restructuring.8. Beyond Organizational Structure: The End of Classical Forms?.9. Employment Relations..Part 4: Managing Learning.10. Learning Organizations.11. Promoting Learning in Organizations.12. Managing the Process of Training and Development..Part 5: Managing Change.13. Change Management Strategies and Assumptions.14. Change Management Choices and Outcomes.15. The Role of Culture in Organizational Performance.16. The Possibilities of Culture Change..Part 6: Managing Meaning.17. Some Key Difficulties.18. SHRM - The Redefining of People and Organizations.Index.