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Product Description
Life is tough in organizations, both for managers and the managed. Negotiating the rapids of restructuring, downsizing, and refocusing the core business brings with it huge upheavals in job security, the smashing of traditional career structures, and a constant imperative for employees to update their skills while working in an environment of great uncertainty. Based on close collaboration with a number of high profile organizations - BT, Citibank, Glaxo Wellcome, Hewlett Packard, Kraft Jacobs, Suchard, Lloyds-TSB Group, the NHS, and WH Smith - this book sheds light on the organizational responses to large scale changes and details the changing demands made of employees in the process. This book goes beyond fashionable management rhetoric to uncover the reality of human resource management. The team of top researchers examines: the organizational strategies pursued in the face of fast-changing circumstances the links between what is intended and what is realised the way in which HR interventions impact on the individual the influence which HR strategies have on everyday management behaviour This book is a key source of new information for both managers and students about the current state of human resource management and its possible future direction.
About the Author
All four authors worked together on this project at the London Business School. The team has now dispersed to other leading U.K. business schools.
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First Sentence
This is a not a book about the rhetoric of senior managers, embodied in such statements as 'people are our most important asset' or 'career development is the core of our relationship with our employees'. Read the first page
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
This is a not a book about the rhetoric of senior managers, embodied in such statements as 'people are our most important asset' or 'career development is the core of our relationship with our employees'. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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12 of 13 people found the following review helpful
A brillant study on SHRM !!!
29 May 1999
Format:Paperback
As stated by L.Gratton et.al. " this is not a book about the rhetoric of senior managers, embodied in such, statements as 'people are our most important asset' or 'career development is the core of our relationship with our employees'. It is not a set of idealized descriptions of how Hewlett Packard manages performance or a wish list of change management practices at Glaxo Pharmaceuticals UK. This is a book about the reality of people management in large, complex companies" such as BT Payphones, Chelsea & Westminster Healthcare Trust, Citibank, Glaxo Pharmaceuticals, Hewlett Packard, Kraft Jacob Suchard, Lloyds Bank UK Retail Banking,and W.H.Smith.
Throughout the book L.Gratton et.al. examine four key questions :
(1).What internal and external variables impact on the ability of organizations to devise and deliver a strategic approach to managing people?
(2).What is the relationship between what is intended and what is realized?
(3).In what way do human resource interventions impact on the individual?
(4).How does human resource strategy influence everyday managerial behaviour?
by considering the role of line management and human resource function, by providing precise observations about the link between strategy and people process, and by looking again at the form and reality of the psychological contract.
I highly recommend this brillant study to all HR professionals.
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