A Global Guide to Human Resource Management: Managing Across Stakeholders

Cover
Half Title
Title Page
Copyright Page
Dedication
Table of Contents
List of Figures
List of Tables
List of Case Studies
Acknowledgements
The Author
Chapter 1: Introducing Global HRM: What This Book Is About and How to Use It
	An Analytical and Critical Approach to Global HRM
	What Do HRM and HR-Managers Actually Do?
		Why A Global Guide to Human Resource Management Helps You
	The Four Core Functions of Management and HRM
	HRM as a Global Issue
	Managing People in Ten Key Areas
	How to Use This Book and Its Workbook
	Notes
Chapter 2: Getting the Right People: Recruitment and Selection
	Executive Summary
	Key Learning Objectives
	Recruitment
	Recruitment and HR Planning
	Formal and Informal HR Policies
	Recruitment and the Labour Market
	HRM Does Not Buy People
	Internal Recruitment
	External Recruitment
	Common Advertising Strategies
	Advertising for a Position
	Recruitment Agencies
	Top Management Positions and International HRM
	University Recruitment, Skills, and Advertising Media
	Selection
	The Actual Interview
		Employee Etiquette 101
	Testing Candidates
	Offering Position and Induction Programmes
	Workbook
		IV Five Discussion Questions on Recruitment and Selection
			And One Report Question on Recruitment and Selection
			Asymmetrical Power Relations in Recruitment and Selection
		V The “5-by-5” Exercise: Five Case Studies and Five Questions
			2.1 Online Testing at Global Money Bank
			2.2 Selecting Sales people for Global Food Corp.
			2.3 Experienced Green Development Engineer
			2.4 Internal Recruitment at Online.Store.Com
				Roles and Responsibilities
			2.5 Job Opportunities with Global Care
				Roles and Responsibilities:
		VI A Suggestion for an Online Guest Lecture
		VII List of Suggested Documentaries on Recruitment and Selection
	Notes
	Further Readings
Chapter 3: People in Working Relationships: The Three Actors at Work
	Executive Summary
	Key Learning Objectives
	Labour and Industrial Relations
		1. The Historical Differences Between HRM and Industrial Relations
		2. Knowledge as Investment
		3. Functional Training
		4. Industrial Relations at Work
		5. Capitalism as Organised Industrial Relations
		6. The Global Ideology of Industrial Relations
			1. Dynastic Industrial Relations
			2. Middle-Class Industrial Relations
			3. State Industrial Relations
			4. Colonial Industrial Relations
			5. Nationalistic Industrial Relations
	Common Industrial Relations Features
		Managers and Managed
		Managers
	Labour Force Development
		1. Recruitment
		2. Commitment
		3. Training
		4. Employment Security
		Workers’ Response to Capitalism
		Rule Makers and Rules
		Industrial Relations Today
		The Industrial Relations Matrix
	Workbook
		III. Five Discussion Questions on Industrial Relations
			And One Report Question on Industrial Relations
			On Industrial Relations, HR Managers and the Global South
		IV. The “5-by-5” Exercise: Five Case Studies and Five Questions
			3.1 Your $5.–T-Shirt and Ships of Shame
			3.2 Flipping Burger Tells Employees Whopping Lies
			3.3 Negotiations at Quick WINGS Airlines
			3.4 Diversity at Spy.Net
			3.5 Social Media and Trade Unions
		V. A Suggestion for an Online Guest Lecture
		VI. List of Suggested Documentaries on Industrial Relations
	Notes
	Further Readings
Chapter 4: Training People: Learning and Human Resource Development
	Executive Summary
	Key Learning Objectives
	Learning, Development, and Professionalism
	Stages of Organisational Training
		1. Organisational Analysis
		2. Personal Analysis
		3. Task Analysis
	Organisational Learning
	Creating a Positive Learning Experience
	Selecting the Right Training Methods
	Group Building Methods
	Evaluation of Training
	Workbook
	III. Five Discussion Questions on Organisational Learning
		And One Report Question on Organisational Learning
		On Company Training: From a Functional to a Critical Approach
	IV. The “5-by-5” Exercise: Five Case Studies and Five Questions
		4.1 After Hours Training at MoneyBank
		4.2 The Training Passport at Ashley Matison Hotels
		4.3 Corporate Success and Organisational Training
		4.4 Turnover and Training at Great Taste Winery
		4.5 Training at Ozzy Osbourne Printing
	V. Online Guest Lecture
	VI. List of Suggested Documentaries on Learning and HRD
	Notes
	Further Readings
Chapter 5: Working with People: Crafting Productive Work Systems
	Executive Summary
	Key Learning Objectives
	Work, Corporate Structures and Companies
		Job Analysis
	Four Basic Approaches to Job Design
		1. The Behavioural-Motivational Approach
		2. The Industrial-Engineering Approach
		Simple Control
		Algorithmic Control
		Technical Control
		Bureaucratic Control
		3. The Ergonomic-Biological Approach
		4. The Perceptual-Motor Approach
		Mono-chronic People
		Poly-chronic People
		Workbook
		III. Five Discussion Questions on the Design of Work
			And One Report Question on the Design of Work
			On Work Design and Alienation:
		IV. The “5-by-5” Exercise: Five Case Studies and Five Questions
			5.1 Participatory Ergonomics at Super.Good.Auto
			5.2 Ten Office Ergonomics Tips
			5.3 Your Cup of Coffee and a Child’s Schooling
			5.4 Global Cardboard in Malaysia
			5.5 Open-Plan Offices can be Bad for Your Health
				OHS (Occupational Health and Safety)
				No Personal Space
				Personal Privacy Remains Important
				The Three “I’s”: Interruptions, Intrusions, and Interferences
				High Cost and Low Productivity The High Cost of Low Productivity?
				No Security and More Mistrust
				Office Noise Versus Collaboration
				Interpersonal Conflicts and Quarrels
				Work Stress
		V. A Suggestion for an Online Guest Lecture
		VI. List of Suggested Documentaries on Work
	Notes
	Further Readings
Chapter 6: Keeping People Healthy: Occupational Health and Safety
	Executive Summary
	Key Learning Objectives
	Making Work Safe – Promotion and Prevention
	OHS Hazards
		Electronic Surveillance and Privacy
	After Prevention Fails I: The Costs of OHS
	After Prevention Fails II: What to Do
	The Duty of Care and OHS Culture
	The OHS Management System
	Workplace Stress
	Burnout
	Organisational Suicide and Bullying
	Workbook
		III. Five Discussion Questions on OHS
			And One Report Question on OHS
			On Working with the Corporate Psychopath
		IV. The “5-by-5” Exercise: Five Case Studies and Five Questions
			6.1 Warehouse and Retail OHS at Super Cheap Friggy
			6.2 Fatigue and Stress at “Fly Away Airport”
			6.3 Sexism at Forcebrook Ltd.
			6.4 Bullying at “Call-Me” Call Centre
			6.5 OHS at North Sea Oil Ltd.
		V. A Suggestion for an Online Guest Lecture
	VI. List of Suggested Documentaries on OHS
	Notes
	Further Readings
Chapter 7: Performing People: Performance Management
	Executive Summary
	Key Learning Objectives
	Managing People and Their Performance
	The Top Five Elements of Performance Management
	Strategic Performance Management
	From Administration to Organisational Culture
	Performance Assessment Methods
	Performance Management Information
	Assessors and Performance Management
	Performance Feedback
	The Problem Solving Approach to Performance Feedback
	The Administration of Performance Management
	Workbook
		III. Five Discussion Questions on Performance Management
			And One Report Question on Performance Management
			On The Fatal Flaws of Performance Management
		IV. The “5-by-5” Exercise: Five Case Studies and Five Questions
			7.1 Performance Management at “Going Up” Elevators
			7.2 Russell Clow’s Pool Performance
			7.3 Performance Management at Rollexi
			7.4 The End of Performance Management at Demeter Foods Ltd.
			7.5 CEO Performance and Rewards
		V. A Suggestion for an Online Guest Lecture
		VI. List of Suggested Documentaries on Performance Management
	Notes
	Further Readings
Chapter 8: Rewarding People: Managing Compensation and Rewards
	Executive Summary
	Key Learning Objectives
	The Basics of Reward Management and Compensation
	Rewards and Motivation
	Motivational Reward Models
	Equity Reward Models
	Reward Levels
	Reward and Job Structures
	Rewarding CEOs
	The Minimum Wage
	Wage Setting through Bargaining
	Wage and Salary Negotiations
	Workbook
		III. Five Discussion Questions on Reward Management
			And One Report Question on Reward Management
			On Management and Wage Theft
		IV. The “5-by-5” Exercise: Five Case Studies and Five Questions
			8.1 Hamburgers That Didn’t Pay
			8.2 Rewards and Workforce Diversity
			8.3 Teamwork and Rewards at Singapore’s Maternity Clinic
			8.4 Salary inequities at Avatar Manufacturing
			8.5 No Reward but Overworked and Underpaid
		V. A Suggestion for an Online Guest Lecture
		VI. List of Suggested Documentaries on Reward Management
	Notes
	Further Readings
Chapter 9: Strategies for People: Strategic Human Resource Management
	Executive Summary
	Key Learning Objectives
	Managing People Strategically
	Business Strategies and HRM
	Hard HRM Strategies
	Soft HRM Strategies
		The Prospector Strategy and Soft HRM
		The Defender Strategy and HRM’s Soft-Hard Combination
		The Analyser Strategy and Soft HRM
		The Reactor Strategy and HRM’s Core Activities
	Strategy Formulation and Implementation
		1. The Classical Strategy (1960s)
		2. The Procedural Strategy (1970s)
		3. The Evolutionary Strategy (1980s)
		4. Systematic Strategy (1990s and Onwards)
	The Four Business Strategy and HRM Strategy Interfaces
		1. Non-Strategic and Administrative HRM
		2. The One-Way Strategy Interface
		3. The Two-Way Strategy Interface
		4. The Integrative Strategy
	Strategy and Change Management
		1. The Top-Down Approach to Change Management
		2. The Piecemeal Approach to Change Management
		3. Bargaining for Change
		4. Systemic-Jointism
	Workbook
		III. Five Discussion Questions on Strategic HRM
			And One Report Question on Strategic HRM
			On CPM’s & HRM’s Strategic Choices Versus Market Structures
		IV. The “5-by-5” Exercise: Five Case Studies and Five Questions
			9.1 Strategic Change at Global Airlines
			9.2 HR Strategy at Cash-In Bank
			9.3 A New Strategy for Asian Trade Unions
				Strategy I: Community Unionism
				Strategy II: Professional Identity Unionism
				Strategy III: Online Recruiting
			9.4 Cathy Heller’s Labour Relations Strategy
				Working Conditions
				Total Rewards Policy
				Fostering Positive Relations with Trade Unions
			9.5 Child Labour Strategies – SWOT
		V. A Suggestion for an Online Guest Lecture
		VI. List of Suggested Documentaries on Strategic HRM
	Notes
	Further Readings
Chapter 10: People and Morality: Ethics at Work and in Management
	Executive Summary
	Key Learning Objectives
	Morality and Human Resource Management
		1. The Morality of Punishment: Harassment and Bullying
		2. Benefits, Rewards, and Performance Management
		3. Organisational Culture and Ethical Climate
		4. The Law, HR Policies, Rules, and Regulations
		5. Justice, Fairness, Democracy, and Organisational Welfare
		6. HRM and Human Rights
		7. Sustainability and the Natural Environment
	Corporate Social Responsibility
	Sustainability
	Global Warming and Carbon Footprint
	Environmental Ethics
	HRM and Practical Environmental Ethics
		1. Set Organisational Carbon Reduction Targets
		2. Audit Carbon Footprint
		3. Reduce Carbon Emissions
		4. Offset Remaining Carbon Emissions
		5. Evaluate Progress
	Workbook
		III. Five Discussion Questions on the Ethics at Work
			And One Report Question on the Ethics at Work
			On Kohlberg’s Highest Stage of Morality
		IV. The “5-by-5” Exercise: Five Case Studies and Five Questions
			10.1 The High Price of French Fashion at Chic-Chic
			10.2 HRM and Office Romance
			10.3 Sustainability at Drink Well Brewery
			10.4 Sustainability at Africa Electrical Ltd.
			10.5 CSR and Community Engagement at Euro Union Bank
			10.6 The Bullying Case of Japan Motors Co.
		V. A Suggestion for an Online Guest Lecture
		VI. List of Suggested Documentaries on Ethics at Work
	Notes
	Further Readings
Chapter 11: Green HRM: People, Planet, Performance
	Executive Summary
	Key Learning Objectives
	Managing People Sustainably
	The Emergence of Green HRM
	The Environmental Management System
	Six Key Areas of Sustainable People Management
		1. Green Recruitment
		2. Green Industrial Relations
		3. Green Training and Development
		4. Green Performance Management
		5. Green Compensation
		6. Green HRM Strategies
	Workbook
		III. Five Discussion Questions on Green HRM
			And One Report Question on Green HRM
			On GHRM as a Change Agent
		IV. The “5-by-5” Exercise: Five Case Studies and Five Questions
			11.1 Electric Mobility at Timbuktu Motors
				Car-Sharing Pools as a New Company Car Fleet
				Green HRM Means Rail Instead of Aircraft
			11.2 TikTik’s Sustainability Programme
			11.3 Environmental Improvements at Sushi Corp.
				Eco-Efficiency in Our Operations
				Driving Sustainable Improvements
				Sushi Corp.’s Codes of Sustainability Principles
				Our Environmental Care Framework Standard
				Our Framework
				Internal and External Auditing
			11.4 Sustainability and Engagement at Chaos Software Ltd.
				Fostering Sustainability Conversations at Chaos Software Ltd.
				Employee Engagement
				A Sustainability Leader’s Report
			11.5 Testing a Carbon Footprint Calculator
		V. A Suggestion for an Online Guest Lecture
		VI. List of Suggested Documentaries on Strategic HRM
	Notes
	Further Readings
Glossary for Managing People in Organisations
Index