Human resource management at work the definitive guide

Cover
Contents
List of figures and tables
Author biographies
Acknowledgements
Acronyms and websites
Introduction to this edition
How to use this book
Mapping CIPD Qualifications and the Profession Map
Walkthrough of features
PART ONE HRM, strategy and the global context
	01 HRM, strategy, and diversity and inclusion
		1.1 Introduction
		1.2 The meanings of human resource management
		1.3 Workforce analytics
		1.4 Business and corporate strategies
		1.5 Corporate social responsibility (CSR) and ethics
		1.6 Diversity and inclusion (D&I): Equality as a work-in-progress
		1.7 D&I practice in organisations
		1.8 Conclusions
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	02 Forces shaping HRM at work
		2.1 Introduction
		2.2 Globalisation and global comparisons
		2.3 Labour markets, patterns of employment and labour disputes
		2.4 Organisational flexibility, precarious work and regulation
		2.5 The legal framework for HRM and employment relations
		2.6 The institutional framework for HRM
		2.7 The impact of major global shocks on HRM
		2.8 Conclusions
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	03 HRM, alignment and integration
		3.1 Introduction
		3.2 Contingency theory and best-fit
		3.3 ‘Best-fit’ HRM, product markets and competitive strategies
		3.4 Resource-based views of HRM and ‘HR architectures’
		3.5 Integrating HRM for maximum impact
		3.6 Reviewing different theories of HRM and their applicability
		3.7 Conclusions
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	04 International and comparative HRM
		4.1 Introduction
		4.2 International and comparative HRM
		4.3 Arguments for convergence and divergence
		4.4 HRM in multinational organisations
		4.5 Conclusions
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PART TWO Responsibilities for delivering HRM
	05 The changing roles of HR professionals
		5.1 Introduction
		5.2 The development of HR as a specialist function
		5.3 Analysing the role of the HR function
		5.4 HRM in agile organisations
		5.5 Alternative forms of HR delivery: Outsourcing and consultants, shared service centres and digital HRM
		5.6 Evaluating the contribution of HR professionals
		5.7 The ethical contribution of HR professionals
		5.8 Conclusions
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	06 Line managers, leadership and HRM
		6.1 Introduction
		6.2 Enhancing line management responsibility for HRM
		6.3 Problems with devolving HRM to line managers
		6.4 Developing line managers to provide effective HRM
		6.5 Leadership
		6.6 Conclusions
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PART THREE HRM practices and processes
	07 Resourcing and talent management
		7.1 Introduction
		7.2 Workforce planning, turnover and retention
		7.3 Talent management
		7.4 Defining jobs and creating person specifications
		7.5 Recruitment methods
		7.6 Choosing the most appropriate selection methods
		7.7 Differing paradigms of selection
		7.8 Conclusions
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	08 Performance management and development
		8.1 Introduction
		8.2 Performance management and development systems
		8.3 Induction, onboarding and employee socialisation
		8.4 Performance review
		8.5 Performance management and development systems around the globe
		8.6 Reinforcing performance standards and supporting well-being
		8.7 Conclusions
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	09 Learning and knowledge development
		9.1 Introduction
		9.2 Definitions, terminologies and debates
		9.3 The process of learning
		9.4 The training cycle
		9.5 A review of some contemporary L&D interventions
		9.6 Managing knowledge
		9.7 Conclusions
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	10 Managing employment relations
		10.1 Introduction
		10.2 Employment relations in its historical and comparative context
		10.3 Management’s role in employment relations
		10.4 The extent and nature of union recognition
		10.5 Collective bargaining
		10.6 Grievance, disciplinary and disputes procedures
		10.7 Conclusions
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	11 Employee participation, engagement and voice
		11.1 Introduction
		11.2 The meaning of employee involvement and participation (EIP)
		11.3 From direct EIP to employee engagement
		11.4 Representative participation
		11.5 The links between informal and formal EIP
		11.6 Embedding EIP at work
		11.7 Conclusions
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	12 Reward management
		12.1 Introduction
		12.2 Reward management in its organisational, social and economic context
		12.3 Types of payment schemes
		12.4 Job evaluation
		12.5 Equal value considerations
		12.6 Non-pay benefits as part of the package
		12.7 Conclusions
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PART FOUR HRM and performance from a business perspective
	13 HRM and performance
		13.1 Introduction
		13.2 Examining links between models of HRM and performance
		13.3 Raising questions about the HRM–performance link
		13.4 The role of HRM processes in translating policy into practice
		13.5 Conclusions
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	14 Research skills and project management
		14.1 Introduction
		14.2 Identifying the broad topic area
		14.3 Determining the approach and formulating the plan
		14.4 Collecting information and analysing data
		14.5 Research methods
		14.6 Workforce analytics and big data
		14.7 Presenting the findings: The structure of the report
		14.8 Conclusions
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Bibliography
Index