Bibliography: * Torrington et al. (2011) “Workforce planning”‚ in: Torrington‚ D.‚ Hall‚ L‚ Taylor‚ S. & Atkinson‚ C. (2011) Human resource management‚ London: Prentice Hall‚ 8th edition‚ pp. 103-126. * Redman‚ T. & Wilkinson‚ A. (2009). “Downsizing”‚ in: Redman‚ T.; Wilkinson‚ A.‚ Contemporary
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theory and practice; United Kingdom: Palgrave Macmillan. Mckeen‚ E & Beech‚ N (2002) Nieto‚ L.M (2006). An introduction to human resource management‚ an introduction approach; New York: Palgrave Macmillan. Pilbeam‚ S & Corbridge‚ M (2006) Torrington‚ D & Hall‚ L (1998). Human resource management; United Kingdom: prentice hall. Werick‚ K Weddle‚ P. (2008). ‘Developing a positive recruitment experience’. Journal of financial planning: practise management solution‚ 28.
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strategic management. Strategic Management Journal‚ 11‚ 171-195. Mintzberg‚ H. (1987). Crafting Strategy. Harvard Business Review‚ July – August‚ 65-75. Boxall‚ P. & Purcell‚ J. (2003). Strategy and Human Resource Management. Palgrave Macmillan. Torrington‚ D‚ Hall‚ L & Taylor‚ S MacDuffie‚ J.P. (1995) Human resource bundles and manufacturing performance. Industrial Relations Review‚ 48‚ 2:199-221. Huselid‚ M.A Luthans‚ K.W. and Sommer‚ S.M (2005) The impact of high performance work on industry-level
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incorporating the concept of strategy. So if HRM is a coherent approach to the management of people‚ SHRM now implies that HRM is done in a planned way that integrates organisational goals with policies and action sequences. (CIPD‚ 2008). According to Torrington (2007. pg 35)‚ three theoretical approaches can be identified to strategic HRM. Universalist approach: based on the concept that there is one best way of managing human resources in order to improve business performance. This is derived from the
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References: references Bratton & Gold 1999: ‘Human Resource Management; theory & practice’‚ John Bratton & Jeffrey Gold‚ Palgrave‚ Second Edition‚ 1999‚ pg 265 Hakim‚ C. (1993): ‘Work‚ Employment and Society’‚ pp. 121-33 in Torrington‚ D. Hall‚ L. and Taylor S (2005) Human Resource Management 6TH Edition‚ FT Prentice Hall. Hollinshead‚ G. Nicholls‚ P. and Tailby S. (2003): Employee Relations ‚ London: Pearson Education Limited. McColgan 1997: ‘Just wages for women’‚ Aileen McColgan
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to reach agreement about the nature and objectives of the employment relationship between them‚ and then to fulfil those agreements. (Torrington and Chapman 1979‚ p.4) This has been a key topic for discussion by numerous of author for quite sometimes‚ unfortunately there’s no definite answer or clear differences between HRM and Personnel Management. Torrington (2009‚ p18) perceived ‘personnel management has grown through assimilating a number of additional emphases to produce an even richer combination
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Management – From personnel management to Human Resources Management Human resource management has changed in name various times throughout history. The name change was mainly due to the change in social and economic activities throughout history. Torrington et al identify six main periods or ‘themes’ in the history of personnel management and its transition into contemporary HRM. Indeed‚ as Gennard and Kelly (1997‚ p31) have perceptively observed‚ delivery of the personnel/HR function has always been
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Performance-related pay (PRP) grew during the 1980s and 1990s due to the decline in Payment by Results (PBR) schemes. PRP looked beyond traditional PBR incentives‚ they reward individual contributions based on performance rather than on effort. These incentive schemes can filter throughout an organisation to motivate manager’s right through to the manual workers. This essay will try to outline the benefits and drawbacks of the PRP method for employers and employees using case study examples
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A Critical analysis of the relationship between organisational culture‚ employee motivation ‚* employee performance and service quality* using the following* Case studies*; Mitchell and Brothers‚ Marston’s PLC‚ *Banana Wharf* and* Best Western* Group. This may seem a far way from your everyday business or organisation closer to home‚ but surprisingly the variations between places and countries are very similar to that of organisations. Every business has their own specific way of doing things
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Cengage Learning. Guardian. 2010. Businesses. [online] Available at: http://www.guardian.co.uk [Accessed November 22 2010] Mail Online Telegraph. 2010. Telegraph Travel News. [online] Available at: http://www.telegraph.co.uk [Accessed October 24 2010] Torrington‚ D.‚ Hall‚ L
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