The Handbook of Strategic Recruitment and Selection : A Systems Approach

Online-Ressource (463 p)

Description based upon print version of record

Front Cover; The Handbook of Strategic Recruitment and Selection: A Systems Approach; Copyright Page; Contents; List of Figures and Tables; List of Reviewers and Contributors; Acknowledgments; About the Authors; Preface; PART I: STAFFING, THE ORGANISATION AND RECRUITMENT AND SELECTION; Chapter 1. Staffing, Systems and Strategy Bernard O'Meara; 1.1. Introduction; 1.2. Learning Activities; 1.3. Staffing; 1.4. Recruitment; 1.4.1. Determining Why the Vacancy has Occurred; 1.4.2. Is the Job Necessary and has Approval Been Given to Fill the Vacancy?

1.4.3. Has a Budget Been Allocated to Fund the Recruitment and Selection of New Staff?1.4.4. Is There a Clear Link Between the Vacancy and the Organisation's Strategic Direction and Objectives?; 1.4.5. Should a Person Already with the Organisation be Appointed or Should New Staff Be Appointed from Outside the Organisation?; 1.4.6. Has the Job Been Properly Analysed?; 1.4.7. Are There Any Legal- or Union-Based Considerations to be Addressed?; 1.4.8. Are there Appropriate Application Forms?; 1.5. Selection; 1.6. Management Philosophy; 1.7. The Role and Scope of Management

1.8. Personnel Management1.9. Human Resource Management; 1.10. Strategic Human Resource Management; 1.11. People, Performance, Profit/Outcome and Corporate Strategy Link; 1.12. Resource Maximisation Strategies; 1.13. Investing in People and Retention; 1.14. Traditional Approaches to Recruitment and Selection; 1.15. Systems Theory; 1.15.1. What is a System?; 1.15.2. How Systems Work; 1.15.3. The Application of Systems Theory to Recruitment and Selection; 1.16. Alternatives to Recruitment and Selection; 1.17. The Strategic Approach; 1.17.1. What is Strategic Management?

1.17.2. Aligning People and the Organisation1.18. Sustainable Staffing; 1.19. Organisational Diagnostics; 1.20. The Role of Strategic Staffing Using a Systems Approach; 1.21. Summary; 1.22. Review Questions; 1.23. Learning Activities; Chapter 2. The Organisation Bernard O'Meara; 2.1. Introduction; 2.2. The Organisation; 2.3. Organisation Change and Growth; 2.4. Strategic Options; 2.5. Porter's Generic Strategies; 2.5.1. Focus Strategies; 2.5.2. Cost Leadership or Cost Minimisation Strategies; 2.5.3. Differentiation Strategies; 2.5.4. Implication of the Choice of Strategy; 2.6. Culture

2.7. Structure2.8. The Environment; 2.9. The Organisation & Environment Interface and Links; 2.10. Maintaining or Enhancing the Reputation and Image of the Organisation; 2.11. Social Responsibility and Ethics; 2.12. Preferred Employers; 2.13. Demographics; 2.14. VRIO, Skill and Knowledge Analyses and Gaps; 2.15. Succession; 2.16. The Interviewer(s); 2.17. Summary; 2.18. Review Questions; 2.19. Learning Activities; Chapter 3. Recruitment and Selection Preparation Stanley Petzall; 3.1. Job Analysis; 3.2. Job Descriptions; 3.3. Critique of Job Descriptions; 3.4. Job Analysis Techniques

3.5. Job Redesign Opportunities

ECONIS - Online Catalogue of the ZBW