THE STRATEGIC MANAGING OF HUMAN RESOURCES LEOPOLD J. HARRIS L. Bankowa.pl

In order to be successful an organisation must be able to mange the relationship between the overall business strategy and the strategies in different resource areas such as HR, finance, information or technology. Managing these resource areas in line with the overall business strategy is key to making those strategies deliverable.

Human resources (the knowledge, competencies and behaviours that people bring with them to work) are central to successful implementation of strategy and as both HR managers and Line managers are essential to leading and motivating individuals, both must be involved in the formulation and implementation of HR strategy.

John Leopold is Professor of HRM and Deputy Director of Newcastle University Business School, Newcastle University. Lynette Harris is Professor of Human Resource Management and Professional Practice at the Nottingham Business School, Nottingham Trent University.

Contents
PART ONE: MANAGING SHR IN A COMPLEX AND UNCERTAIN ORGANISATIONAL, SOCIAL AND ECONOMIC CONTEXT
1. Organisations, strategies and human resourcing
2. Managing uncertainty or managing uncertainly?
3. Employment law and human resourcing strategies
4. Ethics and strategic human resourcing
PART TWO: HUMAN RESOURCING POLICIES IN PRACTICE
5. Equal Opportunities and diversity management
6. Assessment, selection and evaluation
7. Performance management and performing management
8. Reward strategies and paying for contribution
9. Managing employee exits
10. Human resourcing in international organisations
PART THREE: MANAGING INDIVIDUAL AND ORGANISATIONAL CHANGES AND TRANSITIONS
11. Knowledge, organisations, strategies and human resourcing
12. Managing processes of human resource development
13. Developing managers and managerial capacities
PART FOUR: MANAGING EMPLOYMENT AND OTHER HUMAN RESOURCING RELATIONSHIPS
14. Strategic choice in patterns of employment relationships
15. Employee participation, involvement and communications
16. Managing consulting and consultancy relationships
Bibliography

624 pages, Paperback

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