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People Management and Performance Book

People Management and Performance
People Management and Performance, Do human resource management practices actually work? This timely and engaging volume examines the links between people management practices and organizational performance. Focusing on the implementation and impact of HR strategies, the book puts forward , People Management and Performance has a rating of 3 stars
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People Management and Performance, Do human resource management practices actually work? This timely and engaging volume examines the links between people management practices and organizational performance. Focusing on the implementation and impact of HR strategies, the book puts forward , People Management and Performance
3 out of 5 stars based on 2 reviews
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Digital Copy
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  • People Management and Performance
  • Written by author John Purcell
  • Published by Taylor & Francis, Inc., September 2008
  • Do human resource management practices actually work? This timely and engaging volume examines the links between people management practices and organizational performance. Focusing on the implementation and impact of HR strategies, the book puts forward
  • Do human resource management practices actually work? This timely and engaging volume examines the links between people management practices and organizational performance. Focusing on the implementation and impact of HR strategies, the book puts forward
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Book Categories

Authors

List of figures

List of tables

1 Understanding the link between people management and organisational performance 1

2 Culture and values 19

3 Intended HR practices 42

4 Bringing practices to life: the vital role of front line managers 59

5 Employees' perceptions, attitudes and discretionary behaviour 76

6 HR architecture and employment sub-systems: practices and perceptions 91

7 People and performance in professional knowledge intensive organisations 125

8 Analysing the links between people management and organisational performance: the case of Nationwide Building Society 158

9 Implications for the development of theory and practice 177

Appendix 193

Notes 195

References 198


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