000			01522cam a2200193 4500
001			HILL7501
008			120401t xxu||||| |||| 00| 0 eng d
020			_a0750656182
080			_aHF5549 THO
100			_aThomson, R
245			_aManaging people
250			_a3rd ed
260			_aOxford _bButterworth-Heinemann
300			_a235
500			_aMonograph
520			_aThis text addresses issues concerning the organization as a whole rather than simply focusing on the perspective of the individual manager. It reflects the modern move towards performance management as an organizational business strategy. A system model of how the different parts of human resources (HR) fit together is included, with the acknowledgemnt that different contexts require different approaches. The role of the individual manager is also looked at within these contexts. The text looks at the stakeholder persepective as it affects the management of people, and links human resource management policy and practice to financial results. Comparisons between different countries introduces material that recognizes that the law in this area now originates in Europe, and it is acknowledged that many managers now work for multinational companies. New material on the management of stress and insecurity, and on decision making and how to involve people has been included, and information on what authority and leadership means in relation to the workforce has been added.
650			_aManagement
650			_aHuman resources _913225
999			_c97937 _d97937