Peter Reilly, Penny Tamkin
Pages: 104 Published: November 2007
ISBN13: 9781843981978
Price: £49.99
Member price: £29.99
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Description
How is HR changing to meet the challenges it faces? What role does and should HR play within an organisation? How should the function be structured? How do HR professionals spend their time? And how do they view the impact of HR transformation?
This is the final report from a two year research project with the Institute for Employment Studies into the changing HR function. It draws particularly on the results of a survey and detailed interviews within a number of organisations, and aims to provide practical guidance on how best to structure and staff the HR function for future success.
In describing the evolution and the current state of the HR function, the report explores such issues as:
- the relationship between HR and the line
- the extent of take up of the three-legged stool structure, involving business partners, centralised provision of administrative activities and centres of expertise
- how organisations are measuring HR effectiveness
- the impact of technology
- the changing skill needs of the function.
Benefits for you:
- Insights into the views of senior HR professionals
- Evidence of experiences of a variety of organisations
- An understanding of the implications of the research findings
- Learning points on each of the themes explored
Contents
1 The role of line managers in people management
2 The importance of context
3 The role of line managers in reward
4 The role of line managers in training, learning and development
5 Performance management systems
6 The effectiveness of line managers
7 Supportive conditions necessary for effective line management
Case Studies to this research:
- Cable and Wireless
- Ernst and Young (UK)
- Capita
- Firefly Communications
- Hampshire County Council
- Surrey County Council
- Her Majesty's Revenue and Customs
- Nortel
- Vodafone
- Reuters
- The Ministry of Defence
- Fujitsu Services
- E.ON
About the author(s)
Peter Reilly
Penny Tamkin
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