The book helps HR practitioners understand corporate-level concepts and their relevance to the key strategic agendas of organizations by drawing on a wide range of ideas from branding, marketing, communications, public relations and reputation management. It then examines how effective people management strategies and the role of HR specialist can contribute to this corporate agenda. This contribution lies in four key areas: organizational communications strategies, developing compelling employee value propositions and employer branding; HR strategies, employer of choice policies and talent management; creating new forms of psychological contracts and building stronger individual-organizational linkages through employee identification, employee commitment and psychological ownership; and in developing supportive employee behaviors. The book is based on a new model of the links between HR, corporate reputation and branding, developed from an extensive review and synthesis of different bodies of management literature. This model has been refined from extensive case research and practical experience in building corporate reputations and brands. Specially researched cases include Orange, Aegon, Scottish Enterprise, Hudson International, BSkyB, Standard Life Investments and the Royal Bank of Scotland.
- Helps HR practitioners understand corporate-level concepts and their relevance to the key strategic agendas.
- Use of case studies and examples helps the readers to put the theory into context and see how it's applied.
- Provides a practical guide to developing appropriate HR policies and practices.
Primary readership: HR Practitioners and Executive Development Courses in this field Secondary readership: Supplementary text for masters programs in HRM, MBA students undertaking specialist courses in HR
1 The Corporate Agenda and its Links with Human Resource Management 2 Managing Corporate Brands and Reputations 3 Organizational Identity, Action and Image: The Lynchpin 4 The Quality of Individual Employment Relationships and Individual Employee Behavior 5 Four Lenses on HR Strategy and the Employment Relationship 6 New Developments in HR Strategy and the Employment Relationship 7 Corporate Reputation and Branding in Global Companies: The Challenges for People Management and HR 8 Corporate Communications and the Employment Relationship 9 Corporate Strategy, Leadership and Identity, and Corporate Social Responsibility 10 Corporate Reputations, Branding and the Future of HR
- No. of pages:
- © Butterworth-Heinemann 2006
- 20th June 2006
- Paperback ISBN:
Graeme Martin (BA, MSc, MBA, PhD) is director of the Centre for Reputation Management through People (CRMP) at the University of Glasgow. He is also Visiting Professor in Human Resource Management at the University of Colorado in Denver and holds visiting appointments in Italy, Sweden and Australia. He has published widely in the fields of international human resource management, organizational change, human resource development, human resource management and more recently, in eLearning. He has a background as an HR practitioner and has consulted widely with a number of firms and public sector organizations in the UK and in Australia.
Director of the Centre for Reputation Management at the University of Glasgow’s School of Business and Management, UK
Visiting Research Fellow, University of Glasgow.
“ … lays out the meanings of and differences between corporate brands, reputations, organizational identities and images. It also examines how the employer’s relationship with individual employees drives corporate reputations and regard for brands “from the inside out.” Building their research on practical experiences and corporate examples, the authors offer case studies from different industries, including telecommunications, banking, investment and government.” — HR Magazine, November 1, 2006