Theological Ethics in a Global Context or Strategy and Human Resource Management

Theological Ethics in a Global Context: In the Time of Many Worlds

Author: William Schweiker

The nature of ethics has been the subject of much controversy and argument in recent decades. Theological Ethics and Global Dynamics tackles these various debates, offering a wide-ranging, comprehensive, and provocative statement of the nature of theological ethics in global times.

• Offers an accessible, lively, and provocative statement of the nature of moral philosophy and theological ethics in contemporary times.
  
• Tackles various perspectives on debates about distinctly Christian ethics.
  
• Argues that we need to reframe the arena in which moral questions are asked.
  
• Engages a range of positions, exploring distinctively modern issues such as moral and cultural relativism, globalization, problems of consumption and violence, and religious pluralism.
  
• Addresses the complexity of certain ethical decisions, which are difficult and far from clear-cut, and yet presents an ethical understanding which is both humane and deeply religious.

Read also Arab Human Development Report 2004 or Investment Banking

Strategy and Human Resource Management

Author: Peter Boxall

This new edition provides a critical yet accessible account of the strategic role of human resource management within organizations. Building upon the success of the first edition, this edition contains new chapters on culture and values in HRM in addition to expanding coverage of individual performance and development. Updated to include the latest research and development, it continues to challenge students to critically assess the role and contribution of human resource to organizations.

Table of Contents:

Introduction     viii
Acknowledgements     xii
The goals of human resource management     1
Defining human resource management     1
What are the goals of HRM?     10
Strategic tensions and problems in HRM     20
Summary and structure of the book     28
Connecting strategy and human resource management
Strategy and the process of strategic management     33
Defining strategy     33
The process of strategic management     44
Improving strategic management processes     50
Conclusions     54
Strategic HRM: 'best fit' or 'best practice'?     56
Defining 'strategic HRM' and HR strategy     57
Strategic HRM: the 'best fit' school     61
Strategic HRM: the 'best practice' school     73
Conclusions: reconciling 'best fit' and 'best practice'     82
Strategic HRM and the resource-based view of the firm     85
The resource-based view: origins and assumptions     86
Resources and barriers to imitation     88
Applying the resource-based view     94
The RBV and human resource strategy     100
Conclusions     107
Managing work and people: searching for generalprinciples
Work systems and the changing economics of production     111
Work systems in manufacturing     113
Globalisation, market reform and production offshoring     126
Work systems in services and the public sector     131
Conclusions     140
Managing employee voice     142
The growth and changing contours of employee voice     144
What are the impacts of employee voice systems?     154
Trade unions and change in employee voice     158
Management style in employee relations     165
Conclusions     169
Managing individual performance and commitment     171
The performance equation     172
Managing employee ability     175
Managing employee motivation     183
Conclusions     199
Linking HR systems to organisational performance     201
HR systems and organisational patterns in HR strategy     201
The 'black box' problem: links between HRM and performance     215
Conclusions     224
Managing people in dynamic and complex business contexts
Human resource strategy and the dynamics of industry-based competition     229
Industry dynamics: cycles of stability and change     230
HR strategy and industry dynamics     235
Conclusions     249
Corporate human resource strategy in the global economy     251
Strategy, structure and the divisionalised company     254
The HR implications of divisionalisation     259
From M-form to N-form?     265
The HR implications of mergers and acquisitions     269
Conclusions     277
Conclusions and implications     279
The main themes of this book     279
Can strategic planning be a valuable resource in the firm?     287
The design of HR planning processes     290
Seeking integration: HR planning and the new management accounting     296
Conclusions     307
References     309
Author index     335
Subject index     342