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Cases in Human Resource Management Ed by Ann E. McGoldrick

By: McGoldrick, Ann E.
Material type: materialTypeLabelBookPublisher: London Pitman Publishing 1996Description: 290p.ISBN: 9780273616030.DDC classification: 658.3
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Item type Current location Collection Call number Status Date due Barcode Item holds
Case Study Case Study Institute of Management
General 658.3 HUM (Browse shelf) Available M02518
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Table of Contents Introduction PART ONE BUSINESS STRATEGY AND EFFECTIVENESS Case 1 Organisational change and human resource management: progress to date? Case 2 Life after downsizing at Galenco Healthcare Materials: Managing change in a difficult climate Case 3 Emerging management roles in Westbank Health Centre Case 4 The firm IFI-AUTO Case 5 First International Bank: the design and introduction of new office technology Case 6 Adding value to service provision in the public sector Case 7 A re-managed heart in retail change PART TWO RESOURCING AND REWARD Case 8 Euroservice Case 9 It all depends on your frame of reference: a study of absence Case 10 Southern Marine remunerations and payment systems Case 11 Promotion decisions and management diversity at American Manufacturing Case 12 Disabled employees within a local authority Case 13 Justifying an employee assistance programme Case 14 Stress management interventions in organizations PART THREE EMPLOYEE DEVELOPMENT Case 15 Slogan Stores PLC Case 16 Strategic choice for management training and development in 'Aerospace' Case 17 Developing a staff training culture in a retail organisation Case 18 Management development at ARCO Ltd Case 19 Investors in People three years on: Torquay Leisure Hotel Group's experience Case 20 New Zealand Breweries: what is the future of the HRM function? PART FOUR EMPLOYEE RELATIONS Case 21 Employee relations, trade unionism and HRM: lessons from Timex Case 22 Changing employee relations at Powerco Case 23 Managing employee relations in a local authority building works section Case 24 Establishing a pay regime in an NHS trust: prescribing the treatment Case 25 Formal communication and worker representation in a Japanese transplant Case 26 Bargained flexibilisation: the dynamics of change towards new work organisation Case 27 HRM and trade unions: Marks and Spencer (Ireland) Ltd

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