Strategic People Management and Development: Theory and Practice

Cover
Contents
List of figures and tables
About the editors
List of contributors
Acknowledgements
Walkthrough of textbook features
Online resources
PART ONE Strategic people management and development
	01 Introduction
		1.1 Overview
		1.2 Introduction
		1.3 The structure of the book
		1.4 Conclusion
PART TWO People management and the strategic context
	02 The scope and nature of people management
		2.1 Overview
		2.2 Introduction
		2.3 Definitions of personnel management, human resource management and human resource development
		2.4 The scope and nature of HRM and HRD
		2.5 Models of HRM and strategic HRM
		2.6 HRD and strategic HRD
		2.7 The shape of HR
		2.8 Capability building by the HR function
		2.9 Strategic HRM and human capital management
		2.10 Future trends for people professionals
		2.11 Conclusion
	03 People management: strategy, culture and values
		3.1 Overview
		3.2 Introduction
		3.3 The scope and nature of strategy
		3.4 The importance of culture
		3.5 The interplay between strategy and culture
		3.6 Branding and organisational values
		3.7 The competing values framework
		3.8 Good work as examined by the CIPD
		3.9 The customer and the organisation
		3.10 Customer alignment
		3.11 HRM and RISK
		3.12 Conclusion
	04 HRM contributions in different settings
		4.1 Overview
		4.2 Introduction
		4.3 HR in different contexts
		4.4 HR roles as the organisation grows: SMEs
		4.5 Expanding our borders: the growth of internationalisation
		4.6 Strategic international HRM
		4.7 Conclusion
	05 Professional and ethical people practice
		5.1 Overview
		5.2 Introduction
		5.3 Professions
		5.4 The purpose of business
		5.5 Introducing business ethics
		5.6 Approaches to ethics
		5.7 Sustainability and HR
		5.8 Equal opportunities and ethics
		5.9 Data, technology and ethics
		5.10 Embedding ethical practice – the role of HR
		5.11 Conclusion
PART THREE Strategic people management and development effectiveness
	06 Recruitment and selection
		6.1 Overview
		6.2 Introduction
		6.3 Effective recruitment and selection
		6.4 Validity of selection methods
		6.5 Contemporary themes in recruitment and selection
		6.6 Fairness in recruitment and selection
		6.7 The extent of professional practice
		6.8 Recruitment and selection: a contingency approach
		6.9 Conclusion
	07 Talent management and developing employees for performance
		7.1 Overview
		7.2 Towards conceptualising talent and talent management
		7.3 The growing importance of talent management for individuals and organisations
		7.4 Context matters
		7.5 Key talent management stakeholders
		7.6 The talent management cycle
		7.7 Employee learning and development: a key element of talent management agendas
		7.8 Conclusion: reshaping talent management agendas to enhance organisational performance
	08 Engagement, wellbeing and inclusion
		8.1 Overview
		8.2 Introduction: recognising workplace dynamics
		8.3 Engagement
		8.4 Wellbeing
		8.5 Inclusion
		8.6 Conclusion
	09 Managing the employment relationship
		9.1 Overview
		9.2 Introduction
		9.3 The contract of employment
		9.4 Conflict and the employment relationship
		9.5 Diversity at work
		9.6 Conclusion: Reflections on managing the employment relationship
	10 Performance and reward: a strategic approach
		10.1 Overview
		10.2 Introduction
		10.3 Perspectives on performance management
		10.4 Monitoring progress and measuring results
		10.5 Performance management as a process
		10.6 Motivated to perform?
		10.7 The links between reward and performance
		10.8 Arguments against the use of performance management
		10.9 The role of HR and best practice within PM
		10.10 Conclusion
	11 Organisational design and effective working practices
		11.1 Overview
		11.2 Introduction
		11.3 Key terms
		11.4 Models of structure
		11.5 Approaches to job design
		11.6 Smart and agile working
		11.7 Conclusion
	12 Organisational development and change
		12.1 Overview
		12.2 Introduction
		12.3 Types of change
		12.4 Analysing the change context
		12.5 Choice of change intervention
		12.6 Leading change
		12.7 HR value added and change
		12.8 Change and performance
		12.9 Conclusion
PART FOUR Conclusion
	13 Summary themes and future trends
		13.1 Overview
		13.2 Key trends
		13.3 Conclusion
Bibliography
Index