By examining human resource management (HRM) techniques and processes from the `receiving end', Experiencing Human Resource Management provides a rich and valuable view of HRM initiatives and strategies.
If HRM is to contribute to the objectives of the organization, it is imperative to understand how HRM techniques are being applied and experienced. The current HRM literature is dominated by a managerial focus and perspective, however this book tells the experiences of employees in more than 20 organizations across a number of sectors and countries. It sets out to answer three questions: A decade or so from its arrival, is HRM delivering its promises? Of the many documented changes in workplace policies and practices
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Christopher Mabey is head of the Centre for Human Resource and Change Management at the Open University Business School, UK.
Denise Skinner is research assistant at the Open University Business School.
Timothy Clark is a reader at Kings College, University of London.
CONTRIBUTORS
Rona Beattie Glasgow Caledonian University
Phil Beaumont University of Glasgow
Julia Connell University of Newcastle, Australia
Linda Glover De Montfort University
Deborah Fitzgerald-Moore Leeds Metropolitan University
Paddy Gunnigle University of Limerick
Cathy Hart Loughborough University
Jason Heyes Leeds University Business School
Deborah Hicks-Clarke Liverpool John Moores University
Paul Iles Liverpool John Moores University
Aisling Kelly Dublin City University Business School
Karen Legge Lancaster University
Mary Mallon Sheffield Hallam University
Graeme Martin University of Abertay
Marilyn McDougall Glasgow Caledonian University
Kathy Monks Dublin City University Business School
Michael Morley University of Limerick
Diane Preston Loughborough University
Chris Rees Kingston University
Suzanne Ryan University of Newcastle, Australia
Harry Staines University of Abertay Dundee
Elisabeth Wilson Liverpool John Moores University
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