Christopher Mabey Bücher

Building on the success of the first edition, Christopher Mabey and Graeme Salaman are joined by John Storey in producing an even more comprehensive and thoroughly revised textbook. This volume engages with the essential themes and emergent ideas in strategic human resource management. There is increasing self-confidence about the potential benefit of intangible assets, notably human resources, contributing to the success of organizations. This revised text examines such claims in considerable depth and draws conclusions about the role of strategic HRM at the dawn of the new millennium. A distinctive strength of this volume is that it is a Set Book for one of the largest MBA programmes in Europe. It is a benchmark text for all advanced undergraduate and postgraduate level students of HRM, personnel management and change management. Human Resource Management: A Strategic Introduction covers the following areas: SHRM: A New Way of Managing? Managing Performance Managing Structures and Employment Relationships Managing Learning Managing Change Managing Meaning

Managing Change explores the processes, pathways and outcomes of change and strategies for managing it. The authors answer a number of provocative questions regarding change within organizations where the goal posts constantly shift, the cultural and subcultural mix grows ever more divergent, and people remain as inflexible as ever. This book is a course Reader for The Open University Courses "Managing Development and Change" (B751) and "Foundations of Senior Management "(B800).

The emergence of the resource-based view of the firm has meant that, increasingly, issues in human resource management occupy a central place in the agenda of management and strategy. This textbook brings together outstanding contributions from some of the leading thinkers in contemporary management to consider a range of debates around: the morality and ethics of management; the consumer culture; the influence of the service ethic and Total Quality Management; flexible working, new organizational forms and networks; and knowledge creation and the impact of technology.

In the last decade there has been a discernible shift away from a preoccupation with the methods and technologies for delivering training in organizations, to an emphasis on those approaches and attitudes that encourage learning. The focus is now on learning through reframing problems, self-determined development, unfreezing barriers to learning, and understanding what it means to be a learning organization. It is not that 'learning' has been without its advocates, rather that the notion seems finally to have come of age. This collection of readings captures the depth and diversity of the learning literature over the past 10 years.