Introduction to Human Resource Management, Second Edition

Cover......Page 1
An Introduction to Human Resource Management......Page 4
Contents......Page 6
Preface to Second Edition......Page 14
How to get the best out of the book......Page 17
Objectives......Page 18
Meteor Telecoms case study......Page 19
The economic and business context......Page 21
Origins of HRM......Page 24
Introduction......Page 25
Employment philosophy at TGI Friday’s......Page 27
The operation of HRM in practice......Page 28
Business partners at General Motors and Prudential Insurance......Page 31
HR strategies and actions at AEHN......Page 35
Contradiction in the models......Page 37
A Chameleon function – HRM in the 1990s......Page 38
Opening the ‘Black box’......Page 39
Zotefoams’ HR practices......Page 40
Employee involvement......Page 41
Harmonisation of terms and conditions......Page 42
Sophisticated recruitment and selection......Page 43
Extensive systems of flexibility......Page 44
Performance pay......Page 45
Best practice or best fit?......Page 46
HR initiatives supporting Claridges’ turnaround......Page 48
Resource-based view of the organisation......Page 49
Accounting for people at RBS......Page 51
Barriers to high performance......Page 52
Benchmarking internal vacancy filling at the Employment Service......Page 53
Identifying ‘Best-in-class’ HR operations at BP......Page 54
References......Page 56
Further reading......Page 58
Web sites......Page 59
Objectives......Page 60
Introduction......Page 61
Reasons for lack of planning......Page 62
Dimensions of HRP......Page 64
Planning for specific purposes......Page 65
Succession planning at GKN......Page 66
Cultural change at the CERT group......Page 68
The numerical or ‘hard’ aspects......Page 69
Assessment of future demand......Page 70
Forecasting demand......Page 72
Assessment of future internal supply......Page 73
Labour turnover, 2003......Page 75
Assessment of external supply......Page 76
Forecasting supply......Page 78
Producing the HRP......Page 79
Conclusion......Page 82
Planning to solve social workers staff shortages at Essex County Council......Page 83
How HRP helped turn round a disaster for Heathrow Express......Page 84
Putting together an HRP......Page 85
Summary......Page 87
References......Page 88
Web sites......Page 89
Objectives......Page 90
Introduction......Page 91
Sexual harassment......Page 92
The business case for EO......Page 93
Tackling glass ceilings and sticky floors at Hertfordshire County Council......Page 95
EO legislation......Page 96
Sex discrimination......Page 97
Race discrimination......Page 98
Disablement discrimination......Page 100
Equal Pay Act 1970......Page 101
Remedies for the employee......Page 102
Indirect discrimination – age limit......Page 104
Indirect discrimination – location of applicant......Page 105
Racial harassment......Page 106
Approaches to EO Policy......Page 107
Implications for EO practice......Page 111
Generating and communicating EO strategy and policies......Page 112
Recruitment and selection......Page 113
Asda’s recruitment policy......Page 115
Retention policies......Page 116
Health and safety......Page 117
Giving confidence to women to climb the ladder in Halifax Bank......Page 118
Handling harassment and bullying......Page 119
Procedure for handling harassment......Page 120
Equal pay issues......Page 121
Age discrimination......Page 122
Monitoring and evaluation – the role of HR......Page 124
Ethos and Philosophy......Page 125
Staffing and recruitment issues......Page 126
EO in practice......Page 127
Student activity......Page 129
References......Page 130
Further reading......Page 131
Web sites......Page 132
Objectives......Page 133
Drafting a recruitment policy......Page 134
Contract-out the work......Page 135
Re-organising the hours......Page 136
Purpose of job analysis......Page 137
How to carry out job analysis......Page 138
Job description......Page 140
Person specification......Page 142
Using a competency framework......Page 146
Internal candidates......Page 151
Using third parties......Page 152
Designing and placing advertisements......Page 155
Recruitment advertising......Page 159
Providing information to applicants......Page 160
Do you link it to competency framework?......Page 161
Innovative recruitment methods using new technology......Page 162
Cable and Wireless recruit on the Internet......Page 168
Who carries out the recruitment and selection processes?......Page 170
The recruitment team......Page 172
Sources of recruitment......Page 173
Dealing with the response......Page 174
Student activities......Page 175
References......Page 176
Web sites......Page 177
Objectives......Page 178
Aim of selection......Page 179
Systems approach or processual approach?......Page 180
Steps in the selection process......Page 181
Short-listing......Page 182
Telephone screening at Standard Life......Page 183
Biodata......Page 184
Selection testing......Page 185
Aptitude tests......Page 186
Discussion of Student activity 5.1......Page 187
Personality tests......Page 189
Selection testing for managed pubs......Page 191
Test format......Page 192
Discussion of Student activity 5.2......Page 193
What makes a good test?......Page 194
Problems associated with interviewing......Page 195
Who carries out the interview?......Page 198
Interviewing technique......Page 200
CIT – Ministry of Defence......Page 204
Structured interviews......Page 206
Structured interviews......Page 207
Assessment centres......Page 208
The Pret à Manger Academy......Page 210
Obtaining references......Page 211
Offering the position......Page 212
Evaluating the selection process......Page 214
The assessment centre......Page 215
Student activities......Page 218
References......Page 219
Web site......Page 220
Objectives......Page 221
Student activity 6.1......Page 222
Discussion of Student activity 6.1......Page 223
The state of the psychological contract......Page 224
Motivation theory......Page 225
Flexible working practices......Page 228
The Flexible Firm......Page 229
Temporal flexibility......Page 231
Discussion of Student activity 6.2......Page 233
Annualised hours at the RAC......Page 234
Annualised hours and the ‘knock’ in a Yorkshire Chemicals Plant......Page 235
Numerical flexibility......Page 236
Teleworking......Page 237
Discussion of Student activity 6.3......Page 238
Teleworking and hot-desking at HCC......Page 239
Outsourcing......Page 240
Discussion of Student activity 6.4......Page 241
Call centres......Page 242
Occupational flexibility......Page 243
Family-friendly policies......Page 244
Summing up flexibility......Page 246
Flexible working and the gender pay gap......Page 247
Who needs ashtrays?......Page 249
TQM and the personnel department......Page 250
Team-working......Page 251
Setting up a call centre......Page 252
Student activities......Page 254
References......Page 255
Web sites......Page 257
Objectives......Page 258
Trade unions......Page 259
The role of management......Page 261
Local pay bargaining in the NHS......Page 264
Personal contracts......Page 265
ACAS Conciliation......Page 266
Role of the government......Page 267
Response to Student activity 7.1......Page 268
Involvement and participation......Page 269
Individual approaches......Page 270
Works councils......Page 272
United Biscuits European Consultative Council......Page 273
Partnership agreement between Tesco PLC and USDAW......Page 274
Dealing with individual sources of conflict – grievance, discipline and dismissal......Page 276
Discipline......Page 277
Rules......Page 278
Operating the disciplinary procedure......Page 279
Dismissal......Page 282
Claiming unfair dismissal......Page 283
Goodwin versus Cabletel UK Ltd EAT 1997 IRLR 665......Page 285
Admissible reasons for dismissal......Page 286
Post Office versus Wilson EAT......Page 287
Redundancy and its implications......Page 288
Longer-term solutions......Page 291
Selection for redundancy......Page 292
British Sugar PLC versus Kirker 1998 IRLR 624......Page 294
Helping employees obtain alternative employment......Page 295
Helping redundant employees at the AA......Page 296
Moving head office......Page 297
Summary......Page 299
References......Page 300
Further reading......Page 302
Web sites......Page 303
Objectives......Page 304
Introduction......Page 305
The purpose of performance management......Page 306
What should the process be called?......Page 308
Stages in the performance management framework......Page 309
Stage 1: Raising performance through performance agreements......Page 311
Establishing targets......Page 313
Balanced Scorecard at Sainsburys......Page 316
Competence-based systems......Page 317
Which system is best? Target setting or competencies?......Page 319
Rating problems......Page 322
Variations on rating systems......Page 323
Traditional appraisal interview......Page 325
The performance review interview......Page 326
360 degree appraisal......Page 331
360 degree feedback at AstraZeneca......Page 335
Advantages of 360 degree schemes......Page 336
360 degree feedback at the Open University......Page 337
Rewards......Page 338
Operational issues......Page 339
Student activity 8.1......Page 340
Conclusion......Page 341
Meteor case study......Page 342
Student activities......Page 344
References......Page 345
Web sites......Page 346
Objectives......Page 347
Strategic elements of reward......Page 348
Achieving competitive advantage......Page 349
Emphasise performance......Page 350
Encourage local decision taking......Page 351
BOC Gases’s reward strategy......Page 352
The influence of motivation theory......Page 353
Component parts of the reward package......Page 354
Designing basic pay structures......Page 356
Non-analytical schemes......Page 357
Analytical schemes......Page 361
Carrying out a job evaluation......Page 362
Market tracking......Page 363
Equal pay......Page 365
Salary structures – conventional and broad banded......Page 366
Criticisms of formal job evaluation schemes......Page 367
How broad-banding works......Page 368
Benefits and difficulties of a broad-banded structure......Page 370
Paying for performance......Page 371
Gainsharing at Southern California Edison (SCE)......Page 372
PRP......Page 373
PRP in the National Health Service......Page 374
Making it work......Page 377
Skills-based and competence-based pay......Page 378
Designing a reward structure......Page 379
Summary......Page 382
References......Page 383
Further reading......Page 384
Web site......Page 385
Objectives......Page 386
Introduction......Page 387
How people learn......Page 388
The learning organisation......Page 391
The four-stage training cycle......Page 393
Stage 1 Assessing training needs......Page 394
Stage 2 Planning and carrying out the training......Page 395
Stage 3 Styles and techniques of training......Page 397
Induction......Page 399
Discussion of Student activity 10.1......Page 400
Team building......Page 401
Mentoring in Castle Care Nursing Homes......Page 402
Action learning......Page 403
Continuous (or continuing) Professional Development......Page 404
Sales training......Page 405
Selling expertise at Pearl assurance......Page 406
Individual learning accounts at Liverpool,Victoria......Page 407
Management development at Dixons Group......Page 408
Knowledge management......Page 409
Government initiatives to help learning and development......Page 410
National Vocational Qualifications......Page 411
Modern apprenticeships (MA)......Page 413
New deal......Page 414
Investors in people......Page 415
Moving towards a learning organisation......Page 416
Student activities......Page 418
References......Page 419
Further reading......Page 420
Web sites......Page 421
Objectives......Page 422
Introduction......Page 423
Safety in hospitals......Page 424
Origins of legislation......Page 425
HASAWA......Page 426
Duties on employers......Page 427
Hickson and Welsh......Page 428
Responsibility to sub-contractors......Page 429
Health, sickness and absence management in a UK call centre......Page 430
Duties on employees......Page 431
Duties on designers, manufacturers, suppliers and installers......Page 432
Control of Substances Hazardous to Health Regulations (COSHH) 1988......Page 433
Regulations arising from European Union Directives......Page 434
The Health and Safety (Display Screen Equipment) Regulations 1992......Page 435
The Working Time Regulations 1998......Page 436
External authorities......Page 437
Safety representatives......Page 439
Risk assessment......Page 440
Smoking at work......Page 443
Occupational stress......Page 444
Counselling and life management (CALM) programme at AstraZeneca......Page 447
Role of human resources......Page 448
Advising management and employees on safety legislation......Page 450
Designing, providing and recording health and safety training......Page 451
Shop stewards and safety......Page 452
Student activities......Page 454
References......Page 455
Web sites......Page 456
Introduction......Page 457
International trade......Page 458
The political economy of IHRM......Page 460
The globalisation of markets......Page 461
National business systems and HRM......Page 463
Convergence and divergence......Page 465
Communication and consultation – a cross-national survey......Page 466
National culture......Page 467
1 Power distance index......Page 468
4 Masculinity index......Page 469
Limitations of Hofstede’s model and cross-cultural analysis......Page 470
HRM in multinational corporations......Page 471
IHRM models and strategies......Page 472
MNCs and staffing......Page 474
MNCs, employee relations and trade unions......Page 475
Strategic alliances and ‘off shoring’......Page 476
Insurer packs 7000 jobs off to India......Page 477
The ILO......Page 478
The social charter......Page 479
Japan......Page 480
China......Page 483
Key factors influencing HRM practices in China......Page 484
Labour standards and social responsibility......Page 485
Setting up a new unit in Belgium......Page 486
References......Page 488
C......Page 490
G......Page 491
K......Page 492
P......Page 493
S......Page 494
Z......Page 495
E......Page 496
P......Page 497
Y......Page 498