Mick Marchington was emeritus professor of Human Resource Management at Manchester Business School, University of Manchester, UK. He was a Chartered Companion of the CIPD and was its Chief Moderator Standards Mick Marchington had over thirty years' experience in the field, having held academic positions at the Universities of Aston, Central Lancashire and UMIST. Having published around 20 titles, 50 chapters and nearly 100 referred papers on HRM, he is best known for his work on employee involvement, and managing employment across organizational boundaries.
Inhaltsangabe
Section ONE: HRM, strategy and the global context; Chapter 01: HRM, strategy, and diversity and inclusion; Chapter 02: Forces shaping HRM at work; Chapter 03: HRM, alignment and integration; Chapter 04: International and comparative HRM; Section TWO: Responsibilities for delivering HRM; Chapter 05: The changing roles of HR professionals 155 Chapter 06: Line managers, leadership and HRM; Section THREE: HRM practices and processes; Chapter 07: Resourcing and talent management 225 Chapter 08: Performance management and development; Chapter 09: Learning and knowledge development; Chapter 10: Managing employment relations; Chapter 11: Employee participation, engagement and voice; Chapter 12: Reward management; Section FOUR: HRM and performance from a business perspective; Chapter 13: HRM and performance; Chapter 14: Research skills and project management
Section ONE: HRM, strategy and the global context; Chapter 01: HRM, strategy, and diversity and inclusion; Chapter 02: Forces shaping HRM at work; Chapter 03: HRM, alignment and integration; Chapter 04: International and comparative HRM; Section TWO: Responsibilities for delivering HRM; Chapter 05: The changing roles of HR professionals 155 Chapter 06: Line managers, leadership and HRM; Section THREE: HRM practices and processes; Chapter 07: Resourcing and talent management 225 Chapter 08: Performance management and development; Chapter 09: Learning and knowledge development; Chapter 10: Managing employment relations; Chapter 11: Employee participation, engagement and voice; Chapter 12: Reward management; Section FOUR: HRM and performance from a business perspective; Chapter 13: HRM and performance; Chapter 14: Research skills and project management
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