Strategig Human Resource Management A Guide to Action 3rd Edition
Buku ini diterbitkan tahun 2006 KOGAN Page London adalah buku Edisi Ketiga.
Judul: Strategig Human Resource Management A Guide to Action 3rd Edition
Oleh: Michael Armstrong
Penerbit: KOGAN Page London
Tahun: 2006
Jumlah Halaman: 196 hal.
Author:
Michael Armstrong
Lingkup Pembahasan:
Buku ini secara substansial telah menggabungkan penelitian terbaru. Sejumlah bab seperti yang berkaitan dengan strategis Sumber Daya Manusia pada umumnya di bagian 1 dan bagian 2 telah hampir sepenuhnya ditulis ulang, karena memiliki Bab 12 tentang reward strategi. Sebuah bab baru pada peningkatan efektivitas organisasi telah disertakan dan revisi untuk semua bab-bab lain.
Buku ini terdiri atas 3 Bagian Utama:
• Bagian 1: Kerangka Strategi manajemen sumber daya manusia. Ini memberikan pengenalan SDM,
konsep umum strategi dan Strategi proses SDM..
• Bagian 2: manajemen Strategi sumber daya manusia dalam tindakan. Ini menggambarkan
perumusan dan pelaksanaan strategi SDM, dampak strategi manajemen sumber daya manusia,
kontribusi strategis Fungsi SDM, dan peran dalam SDM Strategis.
• Bagian 3: Strategi Sumber Daya Manusia. Hal ini mencakup setiap bidang utama di mana SDM
strategi dikembangkan, yaitu: meningkatkan efektivitas organisasi, resourcing, pembelajaran dan
pengembangan, pengelolaan kinerja, reward dan hubungan karyawan.
Daftar Isi:
Preface ix
PART 1 THE FRAMEWORK OF STRATEGIC HUMAN RESOURCE MANAGEMENT
1 Human resource management 3
Human resource management defined 3; Models of HRM 4; Aims of HRM 6; Characteristics of
HRM 8; Reservations about HRM 13; HRM and personnel management 16
2 Strategy: concept and process 19
Strategy defined 19; The concept of strategy 20; The fundamentals of strategy 22; The formulation of
strategy 24
3 Strategic human resource management: concept and process 29
Strategic HRM defined 29; The meaning of strategic HRM 30; Aims of strategic HRM 30;
Approaches to strategic HRM 31; Limitations to the concept of strategic HRM 35; Conclusion 35
4 HR strategies 37
HR strategies defined 37; Types of HR strategies 38; Criteria for an effective HR strategy 42
PART 2 STRATEGIC HUMAN RESOURCE MANAGEMENT IN ACTION
5 Formulating and implementing HR strategies 47
Fundamental process considerations 48; Characteristics of the process 49; Developing HR
strategies 52; Setting out the strategy 64; Conducting a strategic review 65; Implementing HR
strategies 69
6 Improving business performance through strategic HRM 71
How HR impacts on organizational performance 72; How HRM strategies make an impact 75;
How strategic HRM concepts impact on practice 77
7 Roles in strategic HRM 79
The strategic role of top management 79; The strategic role of front-line management 79;
The strategic role of the HR director 81; The strategic role of HR specialists 81
PART 3 HR STRATEGIES
8 Strategies for improving organizational effectiveness 89
Strategies for improving organizational effectiveness 90; Strategies for organizational
development 91; Strategies for organizational transformation 95;
Strategies for culture management 99; Strategies for knowledge management 106;
Commitment strategy 110; Strategies for developing a climate of trust 112; Quality management
strategies 114; Continuous improvement strategies 115; Customer service strategy 115
9 Resourcing strategy 117
Resourcing strategy defined 117; The objective of resourcing strategy 117; The strategic HRM
approach to resourcing 118; Integrating business and resourcing strategies 118; Bundling
resourcing strategies and activities 119; The components of employee resourcing strategy 120;
Human resource planning 120; Resourcing plans 123; Retention strategy 126;
Flexibility strategy 130; Talent management strategy 130
10 Learning and development strategy 133
Strategic HRD 133; Strategies for creating a learning culture 136; Organizational learning
strategies 137; Learning organization strategy 138; Individual learning strategies 139
11 Strategies for managing performance 141
Performance management 142; Performance management defined 142; Purpose of performance
management 143; Performance management concerns 143; The scope of performance management
strategy 144; The process of performance management 145; Conclusion 147
12 Reward strategy 149
Reward strategy defined 149; Why have a reward strategy? 149; Characteristics of reward
strategy 150; The structure of reward strategy 150; The content of reward strategy 151; Guiding
principles 154; Developing reward strategy 155; Effective reward strategies 157; Reward strategy
and line management capability 158
13 Employee relations strategy 159
Employee relations strategy defined 159; Concerns of employee relations strategy 160;
Strategic directions 160; The background to employee relations strategies 161; The HRM approach
to employee relations 161; Policy options 163; Formulating employee relations strategies 163;
Partnership agreements 164; Employee voice strategies 166
References 169
Further reading 179
Author index 185
Subject index 189
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