DescriptionAn ideal text for Organisational Design and Development students and practitioners alike. This new and innovative textbook, edited by Helen Francis, Linda Holbeche and Martin Reddington:
-Combines academic and practitioner expertise with contributors from both university and work environments.
-Includes European and international case studies looking at unsuccessful and successful change efforts.
-Places HR at the heart of a modern approach to OD.
-Emphasises the importance of change and business psychology.
-Provides examples of emergent theories of OD and HRM and covers how these can be applied.
-Comes with online access to additional case studies and tools from the CIPD OD toolkit.
ContentsChapter 1: Organisational Effectiveness: A New Agenda for Organisational Development (OD) and Human Resource Management (HRM) (Helen Francis, Linda Holbeche and Martin Reddington)
Chapter 2: The Strategic Context for The New OE (Linda Holbeche)
Chapter 3: The Historical and Theoretical Background to Organisation Development (Naomi Stanford)
Chapter 4: Developing an Organisational Strategy from an HR Perspective (Mark Withers)
Chapter 5: Organisational Culture and Cultural Integration (Valerie Garrow and Graeme Martin)
Chapter 6: An ER Perspective on Organisational Effectiveness (John Purcell)
Chapter 7: Transforming HR to Support Strategic Change (Peter Reilly)
Chapter 8: Technology as an Agent of Transformation (Martin Reddington)
Chapter 9: Critical HRD and Organisational Effectiveness (Allan Ramdhony)
Chapter 10: The Role of Line Managers in HRM, Learning and Innovation (John Castledine and Douglas W. S. Renwick)
Chapter 11: Strategic Workforce Capability - Planning for a New Era (Roger Cooper and Melanie Wood)
Chapter 12: Performance Management and Reward (Roger Cooper and Adrian Furnham)
Chapter 13: Inclusive Talent Management and Diversity (Eddie Blass and Gillian Maxwell)
Chapter 14: Employer Branding and Organisational Effectiveness (Helen Francis and Martin Reddington)
Chapter 15: The OD Role of HRD in Ethics, Corporate Social Responsibility and Sustainability (Carole Parkes)
Chapter 16: Emotion at Work (Chiara Amati and Chris Donnegan)
Chapter 17: The New OE: Future Prospects and Possibilities (Helen Francis, Linda Holbeche and Martin Reddington)
Helen is Director of the Edinburgh Institute of Leadership and People Management (EILPM) and Reader within Edinburgh Napier Business School.Linda Holbeche
Linda Holbeche is Visiting Professor at both the University of Bedfordshire and Cass Business School and an Associate at Ashridge Business School.Martin Reddington
Martin was formerly Global Programme Director, HR Transformation, at Cable & Wireless. Since leaving Cable & Wireless, he blends academic research with consultancy.
ReviewsAs well as providing a critical perspective on the field, the text offers useful and useable analyses of practitioner issues. This is a thought-provoking book which stands out amongst other practitioner texts in terms of depth, quality and relevance. I look forward to working with the students who have met its challenges head on and developed their practice to reflect the questioning orientation it establishes. That aside, it's bang up to date and a really good read!
- Mairi Watson, Principal Lecturer in Organisational Behaviour and HRM, De Montfort University
This is a wide ranging and thought provoking volume which challenges the practitioner to integrate change methods from the OD arsenal, with current concepts of human resource management in order to improve organisational effectiveness.
- John Richards, Honorary Professor, Nottingham University Business School
This text offers a valuable insight into the issues associated with organisational development and their implications for human resource professionals. Importantly, its authors take a critical perspective so as to encourage the reader to question widely held assumptions regarding the management and development organisations. The text effectively reflects the notion that people management and development has a key role within effective organisational development.
- Sophie Mills, Senior Lecturer, Coventry University