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Hardcover. Zustand: As New. Contents Foreword. Preface. Acknowledgements. I. Human Resource Management and Challenges 1. Human Resource Management (HRM) and functions. 2. Evolution and structure of HRM Department. 3. Emerging challenges in Human Resource Management. 4. Concepts of HRD and strategic HRM. 5. Key elements of strategic Human Resource Management. II. Acquiring and retaining human resources 6. Human Resource Planning (HRP). 7. Job analysis. 8. Job design and job redesign. 9. Recruitment. 10. Selection. 11. Induction. 12. Placement and transfer. 13. Retention of talented employees. 14. Employee engagement crucial for retention. III. Human Resource Development Programmes 15. Employee training. 16. Executive development. 17. Career planning and development. 18. Assessment centre. 19. Mentoring. 20. Performance management. 21. Performance appraisal. 22. Appraisal discussion. 23. Promotion and demotion. IV. Compensation management 24. Wage and salary administration an overview. 25. Job evaluation. 26. Methods of wage payment. 27. Wage incentive systems. 28. Fringe benefits and strategic directions in compensation system. 29. Wage policy in India. V. Industrial relations 30. Industrial relations an overview. 31. Industrial disputes and machinery for prevention and settlement of industrial disputes. 32. Collective bargaining strategies. 33. Workers participation in management and quality circles. 34. Employee empowerment. 35. Managing discipline. 36. Disciplinary process. 37. Managing grievances. VI. Welfare of employees 38. Labour welfare. 39. Health and safety of employees. 40. Social security. 41. Human relations an overview. 42. Work life balance. 43. Quality of Work Life (QWL). 44. Job satisfaction. 45. Employee Counselling. 46. Employee's morale. 47. Managing absenteeism. 48. Managing employee turnover. 49. Separation of employees. VII. Organisation context 50. Managing strategic change and HR Role. 51. Organisational development. 52. Organisational transformation. 53. Organisational culture. 54. Building and maintaining organisational culture. 55. Ethical concerns in HRM. 56. Life Friendly Organisation (LFO). VIII. Human resource monitoring and emerging topics 57. Human Resource Information System (HRIS). 58. Human Resource Accounting (HRA). 59. Human resource audit. 60. Human resource research. 61. The balanced scorecard wholistic organisational performance measurement. 62. HR Outsourcing. 63. Mergers and acquisitions. 64. Talent management. 65. Effectively managing the human resource function in future. 66. Making a difference in HR Function. Index. Emerging Human Resource Management discusses several latest concepts practices and strategic approaches. Part 1 traces the evolution of HR Department lists the functions and highlights the key elements of strategic human resource management. The key challenge for HR Manager today is to also become business manager. Part 2 looks at acquiring and retaining human resources. With workforce becoming increasing diverse different people need different strokes. Also discusses the concept of employee engagement. The connection between satisfaction and performance. Part 3 focuses on HR Development Programs. Career planning is increasingly left to individual employees. Career self reliance and resilience dual careers are becoming the norm. Also discusses the issues relating to performance management and performance appraisal as well as issues relating to promotion and demotion. Part 4 deals with compensation management. Also discusses among others the issue of wage policy in India and issues relating to fringe benefits. Part 5 focuses on industrial relations. It addresses issues relating to collective bargaining workers participation employee empowerment managing discipline and grievances. Part 6 deals with employee welfare. Not only legal issues but also managerial aspects of work life balance quality of work life job satisfaction employee counseling and problems of turnover absenteeism and redundancy are.

Hardcover. Zustand: As New. Contents Foreword. Preface. Acknowledgements. I. Foundations of strategic HRM 1. Conceptual framework and theme of book. 2. Strategic HRM an overview. 3. Strategic HRM the concept. 4. Strategic roles of Human Resource Management (HRM) and Human Resource (HR) competencies. 5. Aligning HR strategies with business strategies. 6. Strategic planning process and human resource role and contribution. II. Practice of strategic HRM 7. Strategic contribution of HRM to organisational success. 8. Developing HR strategies I. 9. Five steps in developing HR strategies II. 10. Managing the HR function in future. 11. Keys to strategic HR success in the coming decade. 12. Strategic human resource evaluation. 13. HR audit a diagnostic tool for aligning with strategy. 14. Proactive role of strategic HRM. III. Functional strategies resourcing 15. Strategies for developing employment relationship. 16. Employee resourcing strategy a wholistic approach. 17. Strategic HR planning in flexible organisation. IV. Functional strategies recruiting 18. Strategies for hiring talent. 19. Strategies focus in selection norms. 20. A strategic approach to talent crisis. 21. Recruiters strategic approaches. V. Functional strategies retention 22. Employee retention conceptual strategies. 23. Retaining your best people. 24. Retaining knowledge workers. 25. Strategic role of team leader in retention of talent. 26. Life Friendly Organisation (LFO). 27. Design of job has considerable influence on productivity and satisfaction. 28. Employee engagement crucial for business success. VI. Functional strategies development 29. Strategic training process. 30. Strategic Human Resource Development (SHRD). 31. Strategies for developing capabilities of employees. 32. Traditional career management Versus new career paradigm. 33. Succession and development planning. 34. Competency mapping and development. 35. Assessment centre. VII. Functional strategies performance management 36. Strategic approach in performance management. 37. Performance management aligned to corporate strategic. 38. Developing performance measures linked with the strategy. 39. Performance management operational aspects. VIII. Functional strategies compensation 40. Aligning rewards strategy with the organisation's strategy. 41. Managing compensation in organisation's strategic direction. 42. Emerging strategic approaches to compensation system. 43. Strategic approach to flexible compensation and benefits. 44. Designing a high motivation compensation system. IX. Functional strategies employee relations 45. Employee relations strategy. 46. Collective bargaining strategies and facilitating Union Managing Cooperation. 47. Strategies in industrial relations in India. 48. Trade union strategies in the wake of declining trends in unionism. X. SHRM organisational strategies 49. Managing strategic change and HR role. 50. Strategies for organisational transformation. 51. Cultural change strategies. 52. Knowledge management a competitive advantage. 53. Strategic leadership. 54. Leader's role in implementation of organisational change. 55. Strategic approach in designing organisation. 56. Corporate turnaround strategic HR role. 57. Strategies for developing a climate of trust. XI. Environmental context 58. Emerging challenges due to new workplace changes. 59. Ethical concerns in HR management. 60. Managing ethical behaviour. 61. Aligning employee expectations with changing strategy. Annexures. The aim of SHRM is to ensure that the culture style and structure of the organisation and the quality commitment and motivation of its employees contribute fully to the achievement of business objectives. It is blending of SHRM strategies with organisation strategies. The corporate strategies and HR strategies are developed simultaneously. They are coherent and comprehensive. There is emphasis on developing HR skills and capitalising on the competencies. This book is unique as it covers all HR areas involving HR strategies. The book c.