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Are strategies deliberate and planned?
C. WHAT IS STRATEGIC HRM?
What are the outcomes of an HR strategy?
What different models are there of HR strategy?
D. HOW IS STRATEGIC HRM DIFFERENT FROM OTHER ASPECTS OF HRM?
So what determines an organisation's HRM strategy?
Is legal compliance strategic?
So is responding to ethical issues strategic?
So is corporate social responsibility strategic?
E. HOW DOES RESEARCH SHOW THAT STRATEGIC HRM ADDS VALUE TO AN ORGANISATION?
CIPD-Sponsored Research
Linking Human Resource Strategy to Performance
F. HOW DOES STRATEGIC HRM SUPPORT THE MANAGEMENT OF CHANGE?
What are the features we should look for in a well-designed job?
G. WHO HOLDS THE RESPONSIBILITY FOR STRATEGIC HRM?
H. WHEN IS IT APPROPRIATE TO CREATE ADEDICATED HR FUNCTION?
How do organisations use HR professionals?
What is HR business partnering?
Study Unit 2 Vertical Integration and Human Resources Strategy
C. WHAT ARE THE BENEFITS OF VERTICAL INTEGRATION?
D. HOW DO WE PROMOTE THE VERTICAL INTEGRATION OF OUR HR STRATEGY?
E. WHAT IS HORIZONTAL INTEGRATION?
E. BUNDLING AND BEST FIT
F. RESOURCE BASED VIEW (RBV)
G. WHAT ARE THE BENEFITS OF HORIZONTAL INTEGRATION?
I. PUTTING STRATEGY INTO PRACTICE
J. BARRIERS TO IMPLEMENTATION OF HR STRATEGY
B. WHAT IS HIGH PERFORMANCE WORKING?
C. WHAT IS HIGH COMMITMENT MANAGEMENT?
D. WHAT IS HIGH INVOLVEMENT MANAGEMENT?
E. WHICH MODEL IS RIGHT?
F. WHAT OTHER APPROACHES ARE THERE?
Study Unit 4 Designing Strategic Human Resource Management
B. HRM STRATEGY – DESIGN PRINCIPLES
C. WHAT IS THE EXTERNAL CONTEXT FOR AHRM STRATEGY?
D. WHAT IS THE INTERNAL CONTEXT FOR AHRM STRATEGY?
E. DEVELOPMENTS IN HUMAN RESOURCES
F. HRM STRATEGYAND LIFECYCLE STAGE
G. WHAT IF THE ORGANISATION IS GOING THROUGH STRUCTURAL CHANGE?
H. IMPLICATIONS OF GLOBALISATION
I. SKILLS NEEDED TO IMPLEMENT STRATEGIC HUMAN RESOURCE MANAGEMENT
Study Unit 5 Evaluating Strategic Human Resource Management
B. HOW EASY IS IT TO LINK CAUSE AND EFFECT?
B. MAIN ETHICAL ISSUES IN PEOPLE MANAGEMENT AND DEVELOPMENT
C. EQUALITYAND DIVERSITY
E. PROMOTING AND ENFORCING ETHICAL BEHAVIOUR
F. 'HARD' AND 'SOFT' HUMAN RESOURCE STRATEGIES
B. EMPLOYMENT FLEXIBILITY
D. HOW DO WE TAKE ASTRATEGIC APPROACH TO RECRUITMENT?
E. WHAT DOES IT MEAN TO BE AN 'EMPLOYER OF CHOICE'?
F. HOW DO WE TAKE ASTRATEGIC APPROACH TO STAFF SELECTION?
G. HOW DO WE TAKE ASTRATEGIC APPROACH TO STAFF DEPLOYMENT?
I. HOW DO WE TAKE ASTRATEGIC APPROACH TO PERFORMANCE MANAGEMENT?
Study Unit 8 The Strategic Approach to Learning and Development
B. HOW DO WE TAKE ASTRATEGIC APPROACH TO STAFF INDUCTION?
C. HOW DO WE TAKE ASTRATEGIC APPROACH TO TRAINING AND DEVELOPMENT?
D. HOW DO WE CREATE ALEARNING ORGANISATION?
E. HOW DO WE TAKE ASTRATEGIC APPROACH TO APPRAISAL?
F. HOW DO WE TAKE ASTRATEGIC APPROACH TO MANAGEMENT DEVELOPMENT?
A INTRODUCTION
B. WHAT ARE THE DIFFERENT STRATEGIC APPROACHES TO EMPLOYEE RELATIONS?
C. WHAT CAN BE GAINED FROM PARTNERSHIP WORKING?
D. HOW DO WE PROMOTE EMPLOYEE ENGAGEMENT?
E. HOW DO WE INCREASE DISCRETIONARY BEHAVIOUR?
B. WHAT ARE THE PURPOSES OF REWARD AND RECOGNITION?
C. HOW DO WE TAKE ASTRATEGIC APPROACH TO REWARD AND RECOGNITION?
D. HOW EFFECTIVE ARE FINANCIAL AND NON FINANCIAL REWARDS?
E. HOW DO WE EVALUATE PERFORMANCE MANAGEMENT?
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40599871-2-Strategic-Human-Resource-Management-Book

40599871-2-Strategic-Human-Resource-Management-Book

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Published by latteettii

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Published by: latteettii on Mar 01, 2011
Copyright:Attribution Non-commercial

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01/04/2014

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