Use this textbook to understand how and why to align people management strategies with organisational objectives.

Strategic People Management and Development maps to the CIPD Level 7 module 'People Management and Development strategies for performance'. It focuses on the need for evidence-based and outcome-driven practice in the people profession and explains how HR and Learning and Development (L&D) professionals can create value and drive performance in an organisation. It provides a thorough grounding in the theory and practice of how to lead and manage employees and effectively develop a workforce as well as extensive coverage of how to ensure professionalism and ethical behaviour in the people function. This book also includes discussion of organisation development and how high-performance work practices drive positive organisational and employee outcomes. This book also includes practical advice on key HR activities including recruitment, job design,and reward. Fully updated throughout, this book includes case studies to help students see how the theory applies in practice, reflective practice activities to help them think critically about the content and self-test their learning progress as well as 'explore further' boxes to encourage wider reading. Online resources include an instructor's manual, lecture slides, and sample essay questions.

Online resources: powerpoint slides, instructor's manual and sample essay questions

Autorentext
Gary Rees is Head of Organisational Studies and Human Resource Management at Portsmouth Business School. UK. He is a Chartered Companion of the CIPD and Member of the British Psychological Society. He has written numerous textbooks covering Strategic HRM and Management and Organisational Behaviour with Paul Smith and Laurie Mullins respectively. He also serves on the CIPD's Qualifications Advisory Group. Ray French is a principal lecturer at Portsmouth Business School, UK, where he is the subject leader for Organisation Studies and Human Resources.

Klappentext
Strategic People Management and Development maps to the CIPD Level 7 module 'People Management and Development strategies for performance'. It focuses on the need for evidence-based and outcome-driven practice in the people profession and explains how HR and Learning and Development (L&D) professionals can create value and drive performance in an organisation. It provides a thorough grounding in the theory and practice of how to lead and manage employees and effectively develop a workforce as well as extensive coverage of how to ensure professionalism and ethical behaviour in the people function. This book also includes discussion of organisation development and how high-performance work practices drive positive organisational and employee outcomes. This book also includes practical advice on key HR activities including recruitment, job design, and reward. Fully updated throughout, this book includes case studies to help students see how the theory applies in practice, reflective practice activities to help them think critically about the content and self-test their learning progress as well as 'explore further' boxes to encourage wider reading. Online resources include an instructor's manual, lecture slides, and sample essay questions.

Inhalt

• Section - 01: Strategic people management and development
• • Chapter - 01: Introduction [Gary Rees and Ray French];
• Section - 02: People management and strategic context
• • Chapter - 02: The Scope and nature of people management [Gary Rees];
  • Chapter - 03: People management: strategy, culture and values [Gary Rees];
  • Chapter - 04: HRM contributions in different settings [Liza Howe-Walsh]
  • Chapter - 05: Professional and ethical people practice [Matthew Anderson & Charlotte Rayner];
• Section - 03: Strategic people management and development effectiveness
• • Chapter - 06: Recruitment and selection [Kerry Collier and Ray French];
  • Chapter - 07: Talent management and developing employees for performance [Foteini Kravariti];
  • Chapter - 08: Engagement, wellbeing and inclusion [Victoria Pagan];
  • Chapter - 09: Managing the employment relationship [Peter Scott and Sally Rumbles];
  • Chapter - 10: Performance and reward: a strategic approach [Gary Rees and Alex Tymon];
  • Chapter - 11: Organisational design and effective working practices [Ray French and Emily Yarrow];
  • Chapter - 12: Organisational development and change [Gary Rees and David Hall]
• Section - 04: Conclusion
• • Chapter - 13: Summary themes and future trends [Gary Rees and Ray French]