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Strategic Labor Relations Management in Modern Organizations

Book Description

Rapid changes within the modern business landscape have created new demands for human resources management. With a different set of challenges to face, human resources managers must implement novel approaches to improve policy effectiveness. Strategic Labor Relations Management in Modern Organizations is a pivotal reference source for the latest scholarly research on emerging human resource practices in relation to labor management, featuring innovative methods to remain competitive in the global business arena. Focusing on critical analyses and real-world applications, this book is ideally designed for professionals, upper-level students, managers, and researchers actively involved in human resources settings.

Table of Contents

  1. Cover
  2. Title Page
  3. Copyright Page
  4. Book Series
    1. Mission
    2. Coverage
  5. Editorial Advisory Board
  6. Preface
    1. OVERVIEW
    2. BOOK’S VALUES AND HIGHLIGHTS
    3. REFERENCES
  7. Acknowledgment
  8. Chapter 1: International Human Capital as a Source of Competitive Advantage for Organizations
    1. ABSTRACT
    2. INTRODUCTION
    3. REFERENCES
    4. ENDNOTES
  9. Chapter 2: Talent Management Integrated Approach for Organizational Development
    1. ABSTRACT
    2. INTRODUCTION
    3. BACKGROUND
    4. CONCLUSION
    5. REFERENCES
    6. ADDITIONAL READING
  10. Chapter 3: In Search of Balance between Talent Management and Employee Engagement in Human Resource Management
    1. ABSTRACT
    2. INTRODUCTION
    3. EMPLOYEE ENGAGEMENT
    4. TALENT MANAGEMENT AND EMPLOYEE ENGAGEMENT: THE NEXUS
    5. TALENTSHIP
    6. MAJOR THEMES
    7. PERMEATED THEMES
    8. EMPLOYEE ENGAGEMENT: LINKING PRACTICE AND THEORY
    9. CONCLUSION AND MANAGERIAL IMPLICATIONS
    10. REFERENCES
    11. KEY TERMS AND DEFINITIONS
  11. Chapter 4: External Consulting in Change Processes
    1. ABSTRACT
    2. INTRODUCTION
    3. 1. APPROACHES TO PEOPLE MANAGEMENT EXTERNAL CONSULTING
    4. 2. CHARACTERISTICS OF PARTICIPATIVE CONSULTING
    5. 3. POTENTIALITIES AND LIMITATIONS OF PARTICIPATIVE CONSULTING
    6. 4. CASE STUDIES
    7. 5. LESSONS LEARNED
    8. REFERENCES
    9. ENDNOTES
  12. Chapter 5: Managerial Practices as Antecedents of Employees' Resistance to Change
    1. ABSTRACT
    2. 1. INTRODUCTION
    3. 2. THE THREE COMPONENTS OF RESISTANCE TO CHANGE
    4. 3. EMPLOYEE INVOLVEMENT AND PERCEIVED OUTCOMES AS ANTECEDENTS OF THE THREE COMPONENTS OF RESISTANCE TO CHANGE
    5. 4. METHODOLOGY
    6. 5. RESULTS
    7. 6. DISCUSSION AND CONCLUSIONS
    8. REFERENCES
  13. Chapter 6: Reframing Diversity in Management
    1. ABSTRACT
    2. INTRODUCTION
    3. THEORETICAL FRAMEWORKS AND CONTEXTS
    4. MANAGERIAL IMPLICATIONS AND FUTURE RESEARCH DITRECTIONS
    5. REFERENCES
    6. ENDNOTE
  14. Chapter 7: Cultural Intelligence in Organizational Contexts and Human Resource Management
    1. ABSTRACT
    2. INTRODUCTION
    3. CONCLUSION
    4. REFERENCES
    5. APPENDIX
  15. Chapter 8: Ethics and Corporate Social Responsibility in Human Resource Management
    1. ABSTRACT
    2. 1. INTRODUCTION
    3. 2. BUSINESS ETHICS
    4. 3. SOCIAL RESPONSIBILITY: ITS EVOLUTION AND INITIATIVES DEVELOPED ON AN INTERNATIONAL LEVEL
    5. 4. STAKEHOLDER RELATIONSHIP MANAGEMENT
    6. 5. KEY ASPECTS TO ANALYZE HR MANAGEMENT FROM THE FIELD OF SOCIAL RESPONSIBILITY
    7. REFERENCES
  16. Chapter 9: Why Manage Human Resources from a Social Responsibility Perspective?
    1. ABSTRACT
    2. INTRODUCTION
    3. BACKGROUND
    4. MAIN FOCUS OF THE CHAPTER
    5. CONCLUSION
    6. FUTURE RESEARCH AND LIMITATIONS
    7. REFERENCES
    8. ADDITIONAL READING
    9. KEY TERMS AND DEFINITIONS
    10. ENDNOTES
  17. Chapter 10: The Social Role of Human Resources Teachers
    1. ABSTRACT
    2. INTRODUCTION
    3. THE NEED: MOVING THE GUIDING PRINCIPLES OF CORPORATE SOCIAL RESPONSIBILITY TO THE INDIVIDUALS PERSONAL SOCIAL RESPONSIBILITY. OUR EXPERIENCE WITH TRAINING IN VALUES
    4. THE STARTING POINT
    5. THE PROGRAM: REASONS BEHIND THE CONTENT
    6. THE TEACHING METHOD
    7. FEEDBACK
    8. A PROPOSAL: THE COMPREHENSIVE HUMAN RESOURCES EXECUTIVE
    9. REFERENCES
  18. Chapter 11: Internal Market Orientation and Strategy Implementation
    1. ABSTRACT
    2. 1. INTRODUCTION
    3. 2. STRATEGY: BACKGROUND AND DEFINITIONS
    4. 3. INTERNAL MARKETING ORIENTATION
    5. 4. IMO AND THE DEVELOPMENT OF SUSTAINABLE BUSINESS MODELS
    6. 5. CONCLUSION
    7. REFERENCES
  19. Chapter 12: Strategic Antecedents of Emotional Involvement in Europe
    1. ABSTRACT
    2. 1. BACKGROUND
    3. 2. EMOTIONAL INVOLVEMENT
    4. 3. METHODS
    5. 4. DISCUSSION
    6. REFERENCES
  20. Chapter 13: The Key of Franchising Chains and Human Resource Management
    1. ABSTRACT
    2. 1. INTRODUCTION
    3. 2. THEORETICAL BACKGROUND
    4. 3.3 METHODOLOGY
    5. 4. DISCUSSION
    6. 5. CONCLUSION
    7. REFERENCES
  21. Chapter 14: Work-Life Balance
    1. ABSTRACT
    2. INTRODUCTION
    3. GENDER AND WORK
    4. WL BALANCE
    5. PERCEPTION OF HUMAN RESOURCE MANAGERS
    6. PRACTICES TO PROMOTE WL BALANCE
    7. BUSINESS BENEFITS / BENEFITS FOR STAFF
    8. CONCLUSION
    9. REFERENCES
  22. Related References
  23. Compilation of References
  24. About the Contributors