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Do We Need HR? : Repositioning People Management for Success.

Author: J Michie; Paul Sparrow; C Cooper; Martin Hird
Publisher: London : Palgrave Macmillan UK, 2014.
Edition/Format:   eBook : Document : EnglishView all editions and formats
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Written by a leading team of authors with contributions from top HR professionals, Do We Need HR? is an important book which addresses issues surrounding the role, structure and challenges for HR  Read more...

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Genre/Form: Electronic books
Additional Physical Format: Print version:
Michie, J.
Do We Need HR? : Repositioning People Management for Success.
London : Palgrave Macmillan UK, ©2014
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: J Michie; Paul Sparrow; C Cooper; Martin Hird
ISBN: 9781137313775 1137313773
OCLC Number: 962153100
Notes: 6.3.4 Questions to ask about the well-being agenda.
Description: 1 online resource (299 pages)
Contents: Cover; Contents; List of Figures and Tables; Acknowledgements; About the Authors; 1 Introduction: HR Looking out and Looking in; 1.1 Where to start?; 1.2 Is this the world we created?; 1.3 Is it time to go back to the future?; 1.4 Old questions, new contexts; 2 Innovation and People Management; 2.1 Introduction; 2.2 Macro-level HR strategies; 2.2.1 Radical changes to the management model; 2.2.2 The political dimensions of innovation; 2.2.3 The drumbeat of business model change; 2.2.4 Understanding the structural models; 2.2.5 Building competence across open innovation networks. 2.2.6 Institutionalizing a culture and a system of innovation2.3 Micro-level HR strategies; 2.3.1 Lessons from leadership research; 2.3.2 Creating the right team climate; 2.3.3 Shaping the people; 2.3.4 Can we assess innovation at the individual level?; 2.4 Conclusion: six component HR roles in innovation; 3 Customer Centricity and People Management; 3.1 Introduction: from service-profit chain to customer centricity; 3.2 Why is customer centricity being debated?; 3.3 What is customer centricity? Definitions and origins; 3.4 Is it a myth or a movement? More critical views. 3.5 Six building blocks of customer centricity3.5.1 Managing mass customization; 3.5.2 Managing the involvement of consumers in the design process; 3.5.3 Structuring around the customer; 3.5.4 Managing the empowerment of frontline staff; 3.5.5 Managing the democratization of customer relationships; 3.5.6 Building the capability to filter massive datasets; 3.6 Conclusions: implications for HR; 4 Lean Management and Organizational Effectiveness; 4.1 Introduction: lean and process improvement; 4.1.1 The range of process improvement approaches: Six Sigma versus lean. 4.1.2 The export of lean thinking into other sectors4.2 Why is lean management so people-centric?; 4.2.1 People at the heart of the philosophy; 4.2.2 People issues at the heart of implementation failures; 4.2.3 People issues at the heart of actual implementation; 4.3 The implications of the pursuit of lean for HR functions; 4.4 Conclusions; 5 Managing Beyond the Organization; 5.1 Introduction; 5.2 The situations in which HR needs to be delivered beyond the organization; 5.2.1 Collaborative business models; 5.2.2 Open innovation and joint ventures; 5.2.3 Cross-sector social partnerships. 5.2.4 Underlying changes in the sorts of forms being used by organizations5.3 Managing the issues of risk; 5.4 The governance challenge; 5.5 Building capability for the whole network; 5.6 Conclusions; 6 The HR Imperatives of Engagement, Organizational Well-Being and Fairness; 6.1 Introduction: the need for HR to start looking out again; 6.2 Employee engagement; 6.3 Organizational well-being; 6.3.1 The economic consequences of well-being; 6.3.2 The costs of a lack of mental well-being; 6.3.3 Strategic stress management and enhancing well-being at work.

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"This book starts asks a challenging question at a critical time for the HR function and profession - a time where the 'people agenda' has never been more important. Good people management is also Read more...

 
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