Cases in HR Practice and Strategy, Third Edition has been designed to help students and practitioners bridge the gap between theory and practice. It contains a wealth of realistic cases and business scenarios typically encountered by HR professionals. Each case is accompanied by discussion questions and other learning activities that require learners to apply their theoretical understanding of HR while taking account of the impact of issues such as organisational politics, business requirements, legal and regulatory requirements, the industrial relations environment, and other contextual factors.
The discussion questions and learning activities highlight the dilemmas inherent in many aspects of HR practice. They are based on HR’s contemporary ‘strategic partner’ role, and require learners to think beyond ‘textbook solutions’ and to develop responses that are practical and that meet the needs of all stakeholders.
This casebook includes an opening chapter that provides decision-making and problem-solving guidelines for HR practitioners.
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About the book
Table of Contents
Chapter 1 – A framework for decision-making and problem-solving; Chapter 2 – Workforce analysis and planning; Chapter 3 – Job design; Chapter 4 – Recruitment and selection; Chapter 5 – Performance management; Chapter 6 – Remuneration, entitlements and employment conditions; Chapter 7 – Employee health, safety and wellbeing; Chapter 8 – Learning and development; Chapter 9 – International HRM; Chapter 10 – Equity and diversity; Chapter 11 – Discipline and grievance management; Chapter 12 – Talent management; Chapter 13 – Sustainability and social responsibility; Chapter 14 – HR strategy.
About the authors
Mike Fazey BA coordinates the Human Resource Management program in the School of Business at the University of Notre Dame (Fremantle). He has also lectured in human resource management at Murdoch and Edith Cowan universities.
Mike has more than 25 years’ experience as an HR practitioner and strategist. His experience encompasses recruitment, learning and development, performance management, change management, organisational development, leadership development and strategic human resource management. As a practitioner, Mike has been a member of various university business school advisory boards and committees, and was a member of the Western Australian State Council of the Australian Human Resources Institute from 2004 to 2007.