People Management and Performance by John PurcellPeople Management and Performance by John Purcell

People Management and Performance

byJohn Purcell, Nicholas Kinnie, Juani Swart

Paperback | September 19, 2008

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Do human resource management practices actually work? This timely and engaging volume examines the links between people management practices and organizational performance. Focusing on the implementation and impact of HR strategies, the book puts forward a model, which draws attention to:


  • The importance of the culture and values of the organization
  • The needs of professional knowledge workers
  • The links between human resources and performance


People Management and Performancetakes a critical view of how and why HR practices have had a positive impact on a range of organizations and also considers the implications for theory and practice. Incorporating case studies from well known organizations, such as Nationwide and Selfridges, this book will be of interest to graduate students of HRM and business and management, as well as practitioners working in the field.

John Purcellis Strategic Academic Adviser at Acas and Research Professor at the Industrial Relations Research Unit, Warwick Business School.Nicholas Kinnieis Reader in Human Resource Management at the School of Management, University of Bath.Juani Swartis a Senior Lecturer in Organizational Studies at the School of Management, Universi...
Title:People Management and PerformanceFormat:PaperbackDimensions:248 pages, 9.21 × 6.14 × 0.6 inPublished:September 19, 2008Publisher:Taylor and FrancisLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:0415427800

ISBN - 13:9780415427807


Table of Contents

1. Understanding the Link Between People Management and Organisational Performance  2. Culture and Values  3. Intended HR Practices  4. Bringing Practices to Life: The Vital Role of Front Line Managers  5. Employees' Perceptions, Attitudes and Discretionary Behaviour  6. HR Architecture and Employment Sub-Systems: Practices and Perceptions  7. People and Performance in Professional Knowledge Intensive Organisations 8. Analysing the Links Between People Management and Organisational Performance: The Case of Nationwide Building Society 9. Implications for the Development of Theory and Practice