|Statement||guest editors: Colin Fisher and Tony J. Watson.|
|Series||Personnel Review -- vol.24 (4)|
|Contributions||Fisher, Colin., Watson, Tony J.|
|The Physical Object|
|Number of Pages||68|
In her book “Strategic Human Resource Management: Corporate Rhetoric and Human Reality” Lynda Gratton, a British organisational theorist, consultant, and Professor of Management Practice, concludes that “ even if the rhetoric of HRM is ‘soft’, the reality is almost always ‘hard’”. Human resource management (HRM), both in practice and as taught in business schools, appears to display a gap between its soft person-focused rhetoric and the harsh realities of people management. While ‘good’ people management is likely to contribute to organisational performance, HRM has also been called out on occasion for promoting. Get this from a library! Human resource management: rhetorics and realities. [Karen Legge] -- "Human Resource Management analyses personnel management and HRM from a critical perspective, questioning their place in the labour process and the broader socio-politico-economic context. Highly. A 'read' is counted each time someone views a publication summary (such as the title, abstract, and list of authors), clicks on a figure, or views or downloads the full-text.
His recent book, Militainment, Inc.: War, Media, and Popular Culture (Routledge, ), examines how war has entered the landscape of consumerism. His work has appeared in numerous journals including Rhetoric and Public Affairs, Quarterly Journal of Speech and Critical Studies in Media Communication, as well as a series of critical documentary Author: Roger Stahl. Get this from a library! Human resource management: rhetorics and realities. [Karen Legge] -- "This anniversary edition of Karen Legge's classic Human Resource Management contains the entire text of the first edition complete with a new, long . Book of Strategic Human Resource Management 1. STRATEGIC HUMAN RESOURCE MANAGEMENT i espe- cially when the proposed HRM culture conflicts with the established corporate culture and traditional managerial attitudes and behaviour. Gratton et al () are convinced on the basis of their research that there is ‘a disjunction between rhetoric. Use of Hard and Soft Models of HRM to illustrate the gap between Rhetoric and Reality in Workforce Management Carol Gill School of Management to reinforce or change an appropriate organisational culture 2. Human resources are valuable and a source of competitive advantage and surveys of practice do not match HRM Size: KB.
Why does public management-the art of the state-so often go wrong, producing failure and fiasco instead of public service? What are the different ways in which control or regulation can be applied to government? Why do we find contradictory recipes for the improvement of public services? Arethe forces of modernity set to produce worldwide convergence in ways of . Human Resource Management Case Study. of personnel management and its transition into contemporary HRM. Indeed, as Gennard and Kelly (, p31) have perceptively observed, delivery of the personnel/HR function has always been flexible and has adjusted its dominant values historically ‘as macro circumstances change’. The Rhetoric of HRM is Soft But the Reality is Hard HRM Viewed as a Rhetorical Device Mulvaney, P () Page 1 Paul Mulvaney N Course DLf. Read this book on Questia. Life is tough in organizations, both for managers and the managed. Negotiating the rapids of restructuring, downsizing, and refocusing the core business brings with it huge upheavals in job security, the smashing of traditional career structures, and a constant imperative for employees to update their skills while working in an environment of great .