People Management and Performance

by Purcell; John

• ISBN13: 9780415427807
• ISBN10: 0415427800
• Edition: 1st
• Format: Nonspecific Binding
• Copyright: 2008-09-19
• Publisher: Routledge

Summary

This engaging volume examines the links between people management practices and organizational performance.The authors examine how and why people management practices are linked to the effectiveness of a range of contemporary organizations. Practical illustrations are included in each chapter to show the real-life examples of the theory. The case studies feature such well-known names as Tesco, Jaguar and Nationwide and are drawn from a variety of sectors, including the law, software, consulting and creative sectors. Views from employees and managers are synergised to give a rounded and comprehensive approach.People Management and Performance will be of interest to students of human resource management and for those studying for the CIPD examinations.

Author Biography

Professor John Purcell is currently Strategic Academic Adviser at Acas and Research Professor at the Industrial Relations Research Unit, Warwick Business School Dr Nicholas Kinnie is Reader in Human Resource Management in the School of Management, University of Bath Dr Juani Swart is a Senior Lecturer in Organisation Studies at the School of Management, University of Bath Dr Bruce Rayton lectures in Business Economics and Strategy in the School of Management, University of Bath Sue Hutchinson is Principal Lecturer in HRM at the University of West of England Business School

Table of Contents

List of figures	p. vii
List of tables	p. viii
About the authors	p. ix
Foreword	p. xi
Acknowledgements	p. xii
Introduction	p. xiii
Understanding the link between people management and organisational performance	p. 1
Culture and values	p. 19
Intended HR practices	p. 42
Bringing practices to life: the vital role of front line managers	p. 59
Employees' perceptions, attitudes and discretionary behaviour	p. 76
HR architecture and employment sub-systems: practices and perceptions	p. 91
People and performance in professional knowledge intensive organisations	p. 125
Analysing the links between people management and organisational performance: the case of Nationwide Building Society	p. 158
Implications for the development of theory and practice	p. 177
Appendix	p. 193
Notes	p. 195
References	p. 198
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