Stephen Swailes – författare

This text is an ideal introduction to international human resource management. Accessible language and real-life examples are employed, and no prior understanding of HRM or labour economics is assumed. This makes the text perfectly suited for the large number of students who do not hold an undergraduate degree in business or HRM, or for whom English is not their first language. The text will also be welcomed by students who have taken an introductory module in HRM but would like to be reminded of the core concepts before exploring how these work in an international context.A wide range of examples is explored from countries such as China, Malaysia, Singapore, Spain, Germany, Japan and Bangladesh as well as from the UK and USA. Discussion activities are embedded throughout the text to encourage a critical approach to the subject. A glossary of terms is provided for ease of reference.The book is clearly structured in two parts. The comparative approach in Part 1 ensures the student understands the implications of the changing business environment on IHRM, demonstrating the importance of national culture and institutional differences and how this informs the debates and theories. Part 2 presents the practice of IHRM, showing the decisions organizations have to make, and the dilemmas they face when implementing HRM policy and practice.The table of contents has been designed to map closely to courses. A chapter on international talent management explores a particularly 'hot topic' in HRM, which is under-represented in existing texts. The final chapter on the 'dark side' of international human resource management takes a critical approach and uncovers the exploitation that can occur within this area, again something that is under-discussed in other texts.Online Resource CentreFor lecturers:1000-word case study, with questions and answers for lecturers; one case for each chapter of the bookSeminar discussion ideasFor students:Web linksAnswers to the end-of-chapter questions.

For MBA and final year undergraduate students, as well as those studying specialist courses in Organizational Development and Change.

 

 

Explore and resolve complex organizational change issues by applying theories into practice

 

Organizational Change, 6th Edition, by Senior, Swailes and Carnall reflects a rapidly evolving world and explores ‘how change has changed’. The book is structured into three parts. The first part considers the causes and nature of change. Part two opens up the organization to expand on issues of structuring for change, the cultural and political contexts for change and how to lead change. Part three moves firmly into addressing the more practical considerations of designing, planning and implementing change.

 

 

Pearson, the world's learning company.

Scholarly literature on talent management usually takes a mainstream approach to understanding how and why organizations pursue talent initiatives and to rationalizing their presumed benefits. Indeed, the basic logic of identifying and supporting an organization''s most talented employees is, on the surface, quite seductive. Recent conceptual and empirical research, however, shows that talent management brings with it a range of issues that should trouble both academics and practitioners. In response to these concerns, Managing Talent: A Critical Appreciation takes a more critical view of the organizational talent project, to understanding the motives for talent management and to the identification, development and placement of high potential employees.This edited text brings together and explores a range of concerns arising from theory and practice and offers both practical recommendations and implications for further research.The issues and questions examined include:the rhetoric, politics and reality of talent managementleadership derailmentthe social construction of talentgender bias in talent recognitionthe relevance of research in talent managementinclusive talent managementthe role of line managers and leadership in implementing talent managementWhile stressing academic rigour, each chapter is accessible to both scholars and practitioners who are looking for alternative ways of thinking about talent and alternative perspectives on the often problematic issues arising from managing talent in practice.

Scholarly literature on talent management usually takes a mainstream approach to understanding how and why organizations pursue talent initiatives and to rationalizing their presumed benefits. Indeed, the basic logic of identifying and supporting an organization's most talented employees is, on the surface, quite seductive. Recent conceptual and empirical research, however, shows that talent management brings with it a range of issues that should trouble both academics and practitioners. In response to these concerns, Managing Talent: A Critical Appreciation takes a more critical view of the organizational talent project, to understanding the motives for talent management and to the identification, development and placement of high potential employees.This edited text brings together and explores a range of concerns arising from theory and practice and offers both practical recommendations and implications for further research.The issues and questions examined include:the rhetoric, politics and reality of talent managementleadership derailmentthe social construction of talentgender bias in talent recognitionthe relevance of research in talent managementinclusive talent managementthe role of line managers and leadership in implementing talent managementWhile stressing academic rigour, each chapter is accessible to both scholars and practitioners who are looking for alternative ways of thinking about talent and alternative perspectives on the often problematic issues arising from managing talent in practice.

Scholarly literature on talent management usually takes a mainstream approach to understanding how and why organizations pursue talent initiatives and to rationalizing their presumed benefits. Indeed, the basic logic of identifying and supporting an organization''s most talented employees is, on the surface, quite seductive. Recent conceptual and empirical research, however, shows that talent management brings with it a range of issues that should trouble both academics and practitioners. In response to these concerns, Managing Talent: A Critical Appreciation takes a more critical view of the organizational talent project, to understanding the motives for talent management and to the identification, development and placement of high potential employees.This edited text brings together and explores a range of concerns arising from theory and practice and offers both practical recommendations and implications for further research.The issues and questions examined include:the rhetoric, politics and reality of talent managementleadership derailmentthe social construction of talentgender bias in talent recognitionthe relevance of research in talent managementinclusive talent managementthe role of line managers and leadership in implementing talent managementWhile stressing academic rigour, each chapter is accessible to both scholars and practitioners who are looking for alternative ways of thinking about talent and alternative perspectives on the often problematic issues arising from managing talent in practice.

This edited collection offers a critical appreciation of talent management in contrast to the extensive literature adopting mainstream approaches to the topic. The authors explore fundamental questions in the field to better understand why managing talent seems so attractive as a management practice, the meaning of talent, and how talent is recognised in organisations. The mix of conceptual and empirical chapters in the book teases out some critical perspectives that will provoke thought and reflection among practitioners and stimulate ideas for new research topics and approaches. The diverse contributions presented in this book will undoubtedly be of use to academics, practitioners and postgraduate students of human resource management.

This edited collection offers a critical appreciation of talent management in contrast to the extensive literature adopting mainstream approaches to the topic. The authors explore fundamental questions in the field to better understand why managing talent seems so attractive as a management practice, the meaning of talent, and how talent is recognised in organisations. The mix of conceptual and empirical chapters in the book teases out some critical perspectives that will provoke thought and reflection among practitioners and stimulate ideas for new research topics and approaches. The diverse contributions presented in this book will undoubtedly be of use to academics, practitioners and postgraduate students of human resource management.