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Human resource management and its external contexts
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This chapter provides the theoretical and practical backgrounds to the rest of
the book. It does this by giving an outline description, analysis and overview of
contemporary human resource management (HRM) within the United Kingdom
(UK) and the external contexts driving it. These contexts are identified within the
framework of the strategy, insights and solutions professional area of the CIPD’s HR
Profession Map (CIPD 2009). HRM, loosely defined as the managing of people at
work, has undergone significant changes in its purposes, structures and activities
in recent years. This chapter starts by examining the factors influencing these
developments and considers the changing nature of HRM and how it has developed
historically. The chapter then identifies and discusses some key issues on the HRM
agenda. These include: how the human resources (HR) function is organised, HR
and performance, line managers and HR, outsourcing HR, HRM and ethics, and HR
strategy. Next, the chapter summarises the major institutional, external contexts
impacting on the HR function that influence HR strategy and practices; issues
that are revisited in greater depth later in the book. Finally, the chapter puts
these developments into a global context by discussing some trends in
international HRM
David Farnham - Personal Name
Third Edition
NONE
Management
English
2010
1-36
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