Laurence Handy, Kevin Barham, Sara Panter and Amelie Winhard
It is argued that, as firms become increasinglyaware that people are among their most valuablestrategic assets, they are reappraising the way inwhich they manage their human…
Abstract
It is argued that, as firms become increasingly aware that people are among their most valuable strategic assets, they are reappraising the way in which they manage their human capital. The emphasis is shifting from “personnel management” to the wider, strategic concept of “human resource management” (HRM) in which human resource policies and activities, including training and development, are linked more closely to business strategy. Human resource specialists who wish to develop a more strategic approach to people management must establish credibility with top management as key figures in the achievement of successful results.
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Laurence Handy, Kevin Barham, Sara Panter and Amelie Winhard
It is argued that as firms become increasingly aware that peopleare among their most valuable strategic assets, they are reappraisingthe way in which they manage their human…
Abstract
It is argued that as firms become increasingly aware that people are among their most valuable strategic assets, they are reappraising the way in which they manage their human capital. The emphasis is shifting from “personnel management” to the wider, strategic concept of “human resource management” (HRM) in which human resource policies and activities, including training and development, are linked more closely to business strategy. Human resource specialists who wish to develop a more strategic approach to people management must establish credibility with top management as key figures in the achievement of successful results.
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Peter Needham and Nigel Donaldson
Peter Needham, Director of Studies at Ashridge Management College and Nigel Donaldson of the EEF describe the Study Tour organised by Ashridge and the Engineering Employees…
Abstract
Peter Needham, Director of Studies at Ashridge Management College and Nigel Donaldson of the EEF describe the Study Tour organised by Ashridge and the Engineering Employees Federation (EEF) in March 1988 and draw out some of the lessons learned. The objective was to offer an opportunity to managers from EEF member companies to study at first hand how European Engineering companies were approaching flexible working practices.