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Strategic Human Resource Management: An international perspective

Second Edition
by Gary Rees and Paul Smith

Student Resources

  • Case Studies
    • 1.2 Alfred Chandler
    • 1.5 Oracle
    • 2.3 InnoCentive
    • 3.2 Postal workers in the UK
    • 3.6 RED Digital Cinema
    • 4.4 Diversity at Ford
    • 6.2 Avoiding redundancy through flexible futures
    • 6.3 Homeworking and the psychological contract
    • 9.2 Discrimination in combination – an international example
  • Journal Articles
    • Chapter 1: An Introduction to the Organization, its Environment and Human Resource Management
    • Chapter 2: Strategic Approaches
    • Chapter 3: Strategic Human Resource Management: Concepts, Practices and Trends
    • Chapter 4: HRM: The Added Value debate
    • Chapter 5: Recruitment and Selection
    • Chapter 6: Flexible Working
    • Chapter 7: Reward Strategy and Managing Performance
    • Chapter 8: Managing the Employment Relationship
    • Chapter 9: Equality and Diversity in the Workplace
    • Chapter 10: Developing Employees and Managers
    • Chapter 11: Organizational Culture
    • Chapter 12: Managing in global context
    • Chapter 13: The Future of HR
  • Podcasts
  • Study Skills
  • About the Book

Chapter 6: Flexible Working

Click on the following links. Please note these will open in a new window.

Lautsch, B. A., & Scully, M. A. (2007). ‘Restructuring time: Implications of work-hours reductions for the working class, Human Relations, 60, 719-743.

Wood, S., & de Menezes, L. M. (1998). High-commitment management in the UK: Evidence from the Workplace Industrial Relations Survey and the Employer’s Manpower Skills Practices Survey. Human Relations, 51(4), 485-515.

 

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