Blackwell Cases in Human Resource and Change Management

Features

• Cover Type: Paperback with 392 pages
• Published by: Wiley-Blackwell January 15, 1991
• Written in: English
• ISBN 10 Number: 0631197524
• ISBN 13 Number: 978-0631197522
• Book Dimensions: 9 x 6 x 1.2 inches
• Weighs: 1.3 pounds

Product Description
Containing 26 entirely new cases from a wide range of countries, Blackwell Cases in Human Resource and Change Management vividly captures the crucial contemporary issues and trends in HR and strategic change management.
Drawing on in-depth research by leading authorities in the field, each case, accompanied by analyses and lists of further readings, offers real life illustrations of modern theory and practice and includes pertinent discussion questions for students.
In addition to all of the 'core' areas of resourcing, developing, IR, and equal opportunities, there is also coverage of process engineering, mergers and acquisitions, ways of limiting the need for redundancies and insight into how managers can learn to enact strategic change.
Blackwell Cases in Human Resource and Change Management is intended for undergraduate and postgraduate students of HRM and change management.

Back Cover Copy
This book contains 26 entirely new cases from a wide range of sectors and countries. Blackwell Cases in Human Resource and Change Management vividly captures the crucial contemporary issues and trends in HR and strategic change management.

Each case is a product of in-depth research by a leading authority in the relevant topic area. Taken alongside the accompanying analyses and lists of further readings, the cases offer real life illustrations of modern theory and practice. Each case also includes pertinent questions for students which facilitate engagement with the issues raised. A tutor's manual is available which gives answers to the questions set.

The cases are drawn from Australia, India, the US, the UK, Sweden, Germany, The Netherlands and Denmark.

The topic coverage is also wide. In addition to coverage of all of the core areas of resourcing, developing, equal opportunities, industrial relations, and other staples, there are lively and accessible treatments of process engineering, mergers and acquisitions, novel ways of limiting the need for redundancies and, unusually, insight into how managers can learn to enact strategic change.

This collection is as much about the management of change as it is about the management of human resources. The prominence of both sets of issues in this new collection of cases itself sharply reflects the realities of the contemporary work scene.

This is an essential resource for undergraduate and graduate students of HRM and change management.