TY  - BOOK
AU  - Sisson, Keith
AU  - Storey, John
TI  - The realities of human resource management: : managing the employment relationship
T2  - Managing work and organizations series
SN  - 9780335206209
AV  - HF5549 .S654 2000
CY  - Berkshire, England : Open University Press, 2000.
KW  - Personnel management
KW  - Strategic planning
KW  - Organizational change
N1  - Includes bibliographical references (p. 254-271) and index; Introduction : the story so far — Managing strategically — Managing for high performance : organizational structures and processes — Involvement and participation : the key to success? — reshaping the wage / work bargain : pay and working time — Improving competences and capabilities I : training and development — Improving competences and capabilities II : recruitment and selection — Managing with trade unions — Managing the HR / IR function — The key issues
N2  - Building on the success of "Managing Human Resources and Industrial Relations" (Storey and Sisson 1993) this new book provides a relatively short, affordable, up-to-date analysis of themes and topics relevant to the management of human resources today. 

It covers issues of critical contemporary importance such as restructuring, continuous improvement, involvement and participation, pay and working time, training and development, and recruitment and selection, and also looks at the implications of environmental changes such as the signing of the 'social chapter' of the EU Maastricht Treaty and European Economic and Monetary Union. 

Two main features distinguish this volume from the many others in the field. First, it deals with both the individual and the collective aspects of managing the employment relationship. Most books cover either one or the other, but not both. Second, in analysing the latest thinking in both areas, this book takes account of the large body of empirical research that is now available and identifies what it all means for the practitioner. This book is written and structured in such a way as to be equally useful to practicing managers (not necessarily specialist human resource management.
ER  -