Name: Regulating for Best Practice in Human Resource Management: Impact of the Good Employer Obligation (en Inglés)
SKU: 2666190
Price: 1299.19 MXN
Availability: InStock
Author: Fiona Edgar
ISBN: 9783836499514

portada Regulating for Best Practice in Human Resource Management: Impact of the Good Employer Obligation (en Inglés)

Regulating for Best Practice in Human Resource Management: Impact of the Good Employer Obligation (en Inglés)

Formato

Libro Físico

Editorial

Vdm Verlag Dr. Müller

Autor

Fiona Edgar

Año

2008

Idioma

Inglés

N° páginas

348

Encuadernación

Tapa Blanda

ISBN

3836499517

ISBN13

9783836499514

Categorías

Gestión de personal y recursos humanos

Regulating for Best Practice in Human Resource Management: Impact of the Good Employer Obligation (en Inglés)

Fiona Edgar (Autor) · Vdm Verlag Dr. Müller · Tapa Blanda

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Reseña del libro "Regulating for Best Practice in Human Resource Management: Impact of the Good Employer Obligation (en Inglés)"

The aim of this thesis was to assess the impact of the 'good employer' directive (s.56, State Sector Act 1988) on Human Resource Management (HRM) in the New Zealand public sector. It is suggested that the aim of the directive was to compel employers in the public sector to create an outcome of employee well-being as an objective of the HRM function. This required the use of an employee-centred model of HRM. Results show the directive impacted on HRM policy development and the use of employee-centred HRM practice in the public sector. Some valuable insights have been gained into public sector HRM and employee views about HRM. It is concluded that, whilst the directive has impacted on HRM practice, there may be problems with how the State in New Zealand seeks to define a 'good employer'. Also different functional areas of HRM appear to have a different impact on employee well-being. Only those areas of HRM considered important to employees are likely to produce desirable outcomes for employees. Also perceptions of employee well-being are related to the operationalisation of HRM practice, but not to the numbers of HRM practices.