Managing People

By definition, the ability to manage people is an essential skill for all managers in all types of organization. This comprehensive and innovative new textbook examines HRM from a line manager’s perspective in order to meet the real-life needs of HRM students. The book’s unique approach is designed to help all students, not just those intending to become HR managers, to understand the theory and practice of managing people in the workplace. The new set book for the internationally-renowned Henley MBA, it includes case studies, teaching and learning questions, an extensive bibliography in each chapter and additional on-line resources.

Visit the companion website at www.routledge.com/textbooks/9780415423366

Examining HRM from a line managers perspective and meeting the real-life needs of students of HRM, this comprehensive new edition, covering all key themes in detail, now directly focuses on the needs of a range of line managers.

By definition, the ability to manage people is an essential skill for all managers in all types of organization. This comprehensive and innovative new textbook examines HRM from a line manager’s perspective in order to meet the real-life needs of HRM students. The book’s unique approach is designed to help all students, not just those intending to become HR managers, to understand the theory and practice of managing people in the workplace. The new set book for the internationally-renowned Henley MBA, it includes case studies, teaching and learning questions, an extensive bibliography in each chapter and additional on-line resources.

Visit the companion website at www.routledge.com/textbooks/9780415423366

Chapter One: Introduction: Managing People and Performance

Part One:

Chapter Two: Understanding the Internal context

Chapter Three: Understanding the external context

Part Two:

Chapter Four: Scoping – Organisational PerformanceChapter Five:

Creating – Organisational PerformanceChapter Six:

Reviewing Organisational PerformanceChapter Seven:

Embedding Organisational PerformanceChapter Eight:

Scoping Individual PerformanceChapter Nine:

Creating Individual PerformanceChapter Ten:

Reviewing Individual PerformanceChapter Eleven:

Embedding Individual Performance

Part Three:

Chapter Twelve: Conclusion