Explaining the performance of human resource management / (Record no. 23640)

MARC details
000 -LEADER
fixed length control field 02413nam a2200229 a 4500
001 - CONTROL NUMBER
control field 23628
005 - DATE AND TIME OF LATEST TRANSACTION
control field 20230823095043.0
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field 190529s2010 enk b 001 0 eng
020 ## - INTERNATIONAL STANDARD BOOK NUMBER
ISBN 9780521875998
040 ## - CATALOGING SOURCE
Original cataloging agency BD-DhIUB
Transcribing agency BD-DhIUB
082 00 - DEWEY DECIMAL CLASSIFICATION NUMBER
Classification number 658.3
Edition number 22
100 1# - MAIN ENTRY--PERSONAL NAME
Personal name Fleetwood, Steve,
Dates associated with a name 1955-
245 10 - TITLE STATEMENT
Title Explaining the performance of human resource management /
Statement of responsibility, etc Steve Fleetwood, Anthony Hesketh.
260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT)
Place of publication, distribution, etc Cambridge ;
-- New York :
Name of publisher, distributor, etc Cambridge University Press,
Date of publication, distribution, etc 2010.
300 ## - PHYSICAL DESCRIPTION
Extent xvii, 342 p. ;
Dimensions 24 cm.
520 ## - SUMMARY, ETC.
Summary, etc "Human resource departments increasingly use the statistical analysis of performance indicators as a way of demonstrating their contribution to organisational performance. In this book, Steve Fleetwood and Anthony Hesketh take issue with this 'scientific' approach by arguing that its preoccupation with statistical analysis is misplaced because it fails to take account of the complexities of organisations and the full range of issues that influence individual performance. The book is split into three parts. Part I deconstructs research into the alleged link between people and business performance by showing that it cannot explain the associations it alleges. Part II attributes these shortcomings to the importation of spurious 'scientific' methods, before going on to suggest more appropriate methods that might be used in future. Finally, Part III explores how HR executives and professionals understand their work and shows how a critical realist stance adds value to this understanding through enhanced explanation"--
-- Provided by publisher.
504 ## - BIBLIOGRAPHY, ETC. NOTE
Bibliography, etc Includes bibliographical references (p. 293-337) and index.
505 8# - FORMATTED CONTENTS NOTE
Formatted contents note Machine generated contents note: List of figures; List of tables; Acknowledgements; Preface; Part I. HRM and Organisational Performance Today: 1. Crisis? What crisis?; 2. Tracking the emergence of the human resource management-performance link paradigm; Part II. Meta-Theorising the HRM-P Link: 3. The state of contemporary research on the HRM-performance link: a technical analysis; 4. Scientism: the meta-theory underlying empirical research on the HRM-P link; 5. Prediction, explanation and theory; 6. Critical realism: a meta-theory for analyzing HRM and performance; Part III. Reflexive Performance: 7. Putting critical realism to work; Index.
526 ## - STUDY PROGRAM INFORMATION NOTE
Department HRM
650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name as entry element Personnel management.
700 1# - ADDED ENTRY--PERSONAL NAME
Personal name Hesketh, Anthony.
Holdings
Withdrawn status Lost status Source of classification or shelving scheme Damaged status Not for loan Home library Current library Shelving location Date acquired Cost, normal purchase price Total Checkouts Full call number Barcode Date last seen Copy number Price effective from Koha item type
    Dewey Decimal Classification   Not For Loan Library, Independent University, Bangladesh (IUB) Library, Independent University, Bangladesh (IUB) Reference Stacks 12/06/2019 677.25   658.3 F594e 2010 026109 12/06/2019 01 12/06/2019 Books