Capstone HRM: Dynamics and Ambiguity in the Workplace provides students, academics and practitioners with an alternative view of activities associated with managing people at work. Assuming readers have a sound understanding of ‘best practice’ human resource management (HRM) techniques, it seeks to speak to people fascinated by the puzzle posed by the real world of human resource management (HRM).
HRM broadly refers to the activities associated with the management of the people who do the work of organisations, while strategic HRM assumes that HRM activities are integrated with strategic objectives, and improve organisational performance. Unfortunately, often HRM policies represent an intent rather than the actual practice of managing people.
Capstone HRM: Dynamics and Ambiguity in the Workplace grapples with these complexities, adopting a framework which captures the inter-relationships between national and international (macro) factors, organisational (meso) factors, and individual and group dynamics (micro) operating in the workplace.
This framework highlights a number of themes common to the modern, dynamic workplace, including:
• international and national factors
• the contradictions and ambiguities of HRM policies and practices
• the desire to measure outcomes
• the embedded nature of ethics in HRM and SHRM, and its relationship to CSR
• the valuing of human and social capital.
Table of Contents
Part I: The Terrain
Chapter 1 – An introduction to HRM: Meaning and ambiguity
Chapter 2 – Strategic HRM: Theory and frameworks
Chapter 3 – Sustainable HRM: Beyond SHRM
Part II: New Perspectives
Chapter 4 – Flexibility and design: Work, job and organisational design
Chapter 5 – Managing difference: The complexity of diversity
Chapter 6 – People resourcing: Recruitment, selection, attraction, retention and talent management
Part III: Capacity Building
Chapter 7 – Promoting performance and effectiveness: Tensions and challenges
Chapter 8 – Distribution of organisational results and consequences: Rewards and relativities
Chapter 9 – Building human capacity: New perspectives on HRD
Part IV: Evolution and Endurance
Chapter 10 – The evolution of people management activities: Organising HRM activities
Chapter 11 – Results and consequences of HRM: Measurement and metrics
Chapter 12 – The future: Reflections and new directions
About the Authors
Robin Kramar is Professor of Human Resource Management at the Australian Catholic University in North Sydney, Australia. She has been interested in issues in the labour market and in the workplace for more than thirty-five years. Previously she was Associate Dean Higher Degree Research, Deputy Dean and Director of Accreditation at Macquarie Graduate School of Management. Her current research interests include strategic human resource management, diversity management and corporate social responsibility. Professor Kramar has published more than 60 refereed journal articles and book chapters and a number of books.
Peter Holland is Associate Professor in Human Resource Management and Employee Relations in the Department of Management at Monash University in Melbourne, Australia. Peter has worked in the Australian Finance industry and consulted to the private and public sector in a variety areas related to human resource management and employee relations. His current research interests include talent management, employee voice and monitoring and surveillance in the workplace. He has co-authored eight books and over 60 journal articles, monographs and book chapters on a wide range of human resource management and employee relations.