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Books on the topic 'HR's ROLE'

Author: Grafiati
Published: 11 September 2023

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1

Managing for knowledge: HR's strategic role. Boston, MA: Butterworth-Heinemann, 2003.

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2

William, Stopper, and Human Resource Planning Society, eds. Restoring trust: HR's role in corporate governance. New York, NY: Human Resource Planning Society, 2003.

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HR's Role in Organising. Chartered Institute of Personnel & Development, 2005.

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4

Evans, Christina. Managing for Knowledge - HR's Strategic Role. Routledge, 2012. http://dx.doi.org/10.4324/9780080479125.

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Managing for Knowledge - HR's Strategic Role. Routledge, 2012.

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Evans, Christina. Managing for Knowledge - HR's Strategic Role. Taylor & Francis Group, 2012.

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Evans, Christina. Managing for Knowledge - HR's Strategic Role. Taylor & Francis Group, 2012.

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Evans, Christina. Managing for Knowledge - HR's Strategic Role. Taylor & Francis Group, 2012.

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Evans, Christina. Managing for Knowledge - HR's Strategic Role. Taylor & Francis Group, 2012.

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Evans, Christina. Managing for Knowledge - HR's Strategic Role. Taylor & Francis Group, 2012.

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Evans, Christina. Managing for Knowledge - HR's Strategic Role. Taylor & Francis Group, 2012.

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Society, Human Resource Planning. Restoring Trust: HR's Role in Corporate Governance. Human Resource Planning Society, 2003.

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13

Destination innovation: HR's role in charting the course. 2015.

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14

Society for Human Resource Management. Crisis Management in Today's Business Environment: HR's Strategic Role. Society For Human Resource Management, 2007.

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Society for Human Resource Management. Corporate Social Responsibility: HR's Leadership Role (2004 Shrm Research Quarterly). Society For Human Resource Management, 2007.

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16

The Human Resource Planning Society, ed. HR'S ROLE IN BUSINESS EFFECTIVENESS. DIFFERENT ROADS TO A COMMON DESTINATION. The Human Resource Planning Society, 1994.

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Charlwood, Andy, and Kim Hoque. Managing People. Edited by Adrian Wilkinson, Steven J. Armstrong, and Michael Lounsbury. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198708612.013.9.

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HRM comprises of a set of activities (recruitment and selection, training, reward, performance management, etc.) related to the management of people. It is often posited that because people are a key source of competitive advantage, such activities should be seen as central to organizational success. However, the HR function in most organizations is typically administrative in character, and seen as a cost to be minimized. Normative models of HRM that stress HR’s strategic dimension are rarely adopted in practice. This chapter seeks to explain why this is. It argues that five powerful forces constrain the role of HR: continued scepticism over their performance effects when put into practice; the history of the HR function and the expectations, skills and competencies of HR professionals that follow from that history; the impact of competing narratives; the impact of globalization and financialization logics; and societal rules and norms.
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