Description
The text encompasses the following:
- a critical approach and theory base for Masters level courses.
- an evidenced-based approach, drawing on academic evidence from theory and research as well as practical evidence through case studies.
- appropriateness to many workplace settings, including a wide spread of examples and comment encompassing public, private and voluntary sectors. Small, medium and large organisations are used both for evidence and also in discussing application of theory and research.
- attention is drawn to the need for context-fit for any application of theory and practice. A variety of examples and resources are provided, so that ultimately students are equipped with the tools to extend their enquiry to find the best fit for their own organisation.
The text is designed to cater for all students studying:
- the CIPD Managing and Leading People Module as part of the CIPD Leadership and Management Standards (coming into effect in September 2005).
- an HR or managing people module as part of a business or HR degree programme at postgraduate or undergraduate level, as well as those on an MBA programme or undergraduate degree programme.
Contents
Introduction: High Performance Organisations (rhetoric)
The Changing Organisational Context and Strategy
Employee Involvement in the Organisational Context (culture/conflict)
Leadership & ethics
Diversity
The Psychological Contract, Empowerment & Flexibility
Performance Management, Motivation and Reward
Job Design
Recruitment and Selection
Learning, Training & Development
Conclusions: High Performance Organisations (the reality).
Related resources
A sample chapter of this publication is available:
Chapter 1 Managing and Leading People in High Performance Organisations: An Introduction
About the author(s)
Charlotte Rayner
Charlotte is Professor of Human Resource Management at Portsmouth Business School.
Derek Adam-Smith
Derek is Head of the Human Resource and Marketing Management department at Portsmouth Business School.
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