Torrington: Human Resource Management p10

Cover......Page 1
Brief Contents......Page 6
Contents......Page 8
Guided tour......Page 15
Preface......Page 18
Publisher’s acknowledgements......Page 20
Part 1 Human resource management in a changing world......Page 23
 1 The nature of human resource management......Page 25
  Defining HRM......Page 28
  The evolution of the modern HRM......Page 33
  HRM and the achievement of organisational effectiveness......Page 38
  Summary propositions......Page 41
  Theory into practice......Page 42
  References......Page 44
 2 The global context for human resource management......Page 46
  Globalisation......Page 47
  The causes of globalisation......Page 50
  The impact of globalisation......Page 51
  Conclusions......Page 60
  Theory into practice......Page 61
  Further reading......Page 62
  References......Page 63
 3 Human resource management around the world......Page 64
  Global HRM: similarities......Page 65
  Global HRM: differences......Page 67
  Explaining global diversity in HRM practice......Page 72
  Summary propositions......Page 80
  Theory into practice......Page 81
  Further reading......Page 82
  References......Page 83
 4 Strategic human resource management......Page 85
  Strategic HRM......Page 86
  The relationship between business strategy and HR strategy......Page 89
  Theoretical perspectives of strategic HRM......Page 91
  Summary propositions......Page 103
  Theory into practice......Page 104
  Further reading......Page 105
  References......Page 106
 5 Workforce planning and analytics......Page 109
  The contribution and feasibility of workforce planning......Page 110
  The scope of workforce planning......Page 113
  Analysing the environment......Page 115
  Forecasting future HR needs......Page 117
  Analysing the current situation and projecting forward......Page 119
  Reconciliation, decisions and plans......Page 122
  Workforce analytics and big data......Page 123
  Theory into practice......Page 128
  Further reading......Page 129
  References......Page 130
 6 Employability: the basic skills......Page 132
  6.a. Being effective with people......Page 133
  Summary propositions......Page 138
  6.b. Using and interpreting basic analytics......Page 139
  Putting it into practice......Page 147
  6.c. Effective writing......Page 148
  Summary propositions......Page 151
  6.d. Effective presentation......Page 152
  Putting it into practice......Page 156
  Further reading......Page 157
  References......Page 158
Part 2 Resourcing: getting people in the right places to do the right things......Page 159
 7 Organisational agility and flexibility......Page 161
  Organisation design......Page 162
  Organisation structures......Page 164
  Employer flexibility......Page 169
  Employee flexibility......Page 173
  Theory into practice......Page 177
  Further reading......Page 178
  References......Page 179
 8 Recruitment......Page 181
  Determining requirements......Page 183
  Rational versus processual approaches to recruitment......Page 186
  Internal recruitment......Page 188
  External recruitment......Page 189
  Recruitment advertising......Page 194
  Evaluation of recruitment activity......Page 196
  Summary propositions......Page 197
  Theory into practice......Page 198
  References......Page 200
 9 Selection methods and decisions......Page 203
  Rational versus processual approaches to selection......Page 204
  Selection criteria......Page 205
  Shortlisting......Page 206
  Selection methods......Page 208
  Advanced methods of selection......Page 212
  Final selection decision making......Page 219
  General discussion topics......Page 220
  Further reading......Page 221
  References......Page 222
 10 Employability: skills in resourcing......Page 224
  10.a. Determining the vacancy......Page 225
  General discussion topics......Page 226
  10.b. Job analysis......Page 227
  General discussion topics......Page 231
  10.c. The selection interview......Page 232
  Summary propositions......Page 241
  Putting it into practice......Page 242
  Reference......Page 243
Part 3 Performance: success through individual and collective achievement......Page 245
 11 Employee performance management......Page 247
  Performance management or performance appraisal?......Page 248
  Theoretical bases of performance management......Page 251
  Performance management across national contexts......Page 252
  Stages in a performance management system......Page 253
  Performance management: does it improve performance?......Page 261
  Theory into practice......Page 263
  References......Page 265
 12 Leadership......Page 268
  Leadership and management......Page 270
  What are the traits of (effective) leaders?......Page 271
  What is the ‘best way to lead’? Leadership styles and behaviours......Page 272
  Do leaders need different styles for different situations?......Page 274
  Transformational leadership: do we really need heroes?......Page 276
  Followership......Page 280
  General discussion topics......Page 282
  Theory into practice......Page 283
  References......Page 284
 13 Engagement and retention......Page 287
  Defining engagement......Page 288
  The benefits of employee engagement......Page 290
  The impact of labour turnover......Page 293
  Analysing labour turnover......Page 295
  Engagement and retention strategies......Page 297
  Summary propositions......Page 302
  Theory into practice......Page 303
  References......Page 305
 14 Managing attendance and absence......Page 308
  The national context......Page 309
  The organisational context......Page 311
  Process and causes of absence......Page 312
  Managing for attendance......Page 314
  Ongoing contact during absence......Page 319
  Summary propositions......Page 323
  Theory into practice......Page 324
  References......Page 325
 15 Employability: skills in performance......Page 327
  15.a. The appraisal interview......Page 328
  General discussion topics......Page 335
  15.b. Designing questionnaires......Page 336
  Summary propositions......Page 339
  15.c. Analyses of staff leaving the organisation......Page 340
  Putting it into practice......Page 343
  References......Page 344
Part 4 Development......Page 345
 16 Organisational change and development......Page 347
  The nature of change and the role of planned change......Page 348
  How can organisations be responsive to change?......Page 350
  Addressing the employee experience of change......Page 352
  Reconceptualising change......Page 357
  Organisational development as a specific approach to change......Page 359
  The evolution and future of OD......Page 361
  Summary of the HR role in change......Page 362
  Theory into practice......Page 363
  Further reading......Page 364
  References......Page 365
 17 The context of employee learning and development......Page 368
  The UK national picture and strategy......Page 370
  UK skills policy and framework......Page 373
  Behavioural competencies......Page 380
  The nature of learning: theories......Page 384
  The nature of learning: learning from experience......Page 386
  The nature of learning: insights from neuroscience......Page 387
  Theory into practice......Page 388
  Further reading......Page 389
  References......Page 390
 18 Learning and development......Page 392
  Identifying learning and development needs......Page 393
  Methods of learning and development......Page 395
  Evaluation of training and development......Page 408
  Theory into practice......Page 410
  Further reading......Page 411
  References......Page 412
 19 Talent and career development......Page 414
  What is talent?......Page 415
  Identification of talent......Page 417
  Strategic talent and career development......Page 419
  Developing talent and careers......Page 423
  How organisations evaluate talent management......Page 426
  Summary propositions......Page 427
  Theory into practice......Page 428
  References......Page 430
 20 Employability: skills in development......Page 432
  20.a. Teaching and learning......Page 433
  Putting it into practice......Page 435
  20.b. Coaching......Page 436
  Summary propositions......Page 440
  Further reading......Page 441
  References......Page 442
Part 5 Employee relations......Page 443
 21 Employee voice......Page 445
  Terminology......Page 446
  Information sharing......Page 448
  Consultation......Page 452
  Co-determination......Page 455
  Summary propositions......Page 456
  Theory into practice......Page 457
  Further reading......Page 458
  References......Page 459
 22 The legal framework of work......Page 461
  A regulatory revolution......Page 462
  The contract of employment......Page 463
  Discrimination law......Page 466
  Unfair dismissal law......Page 470
  Health and safety law......Page 476
  Family-friendly employment law......Page 479
  Is employment law a benefit or a burden for businesses?......Page 480
  Summary propositions......Page 482
  Theory into practice......Page 483
  References......Page 485
  Legal cases......Page 486
 23 Equal opportunities and diversity......Page 487
  How ‘equal’ is the workforce?......Page 488
  Different approaches to equality......Page 492
  Implications for organisations......Page 499
  Theory into practice......Page 501
  Further reading......Page 502
  References......Page 503
 24 Employability: skills in employee relations......Page 506
  24.a. Mediation......Page 507
  24.b. The disciplinary or grievance interview......Page 509
  Putting it into practice......Page 517
  Further reading......Page 518
  References......Page 519
Part 6 Reward: the contract for payment......Page 521
 25 Total reward and setting pay......Page 523
  Introducing reward management......Page 524
  Total reward......Page 525
  The elements of payment......Page 528
  Setting base pay......Page 530
  The importance of equity......Page 535
  Regulatory restrictions......Page 536
  International diversity in reward management......Page 537
  Summary propositions......Page 539
  Theory into practice......Page 540
  References......Page 542
 26 Incentives......Page 544
  Basic choices......Page 545
  The extent to which incentives are paid......Page 548
  Payment by results (PBR) schemes......Page 549
  Performance-related pay (PRP)......Page 550
  Skills-based pay......Page 555
  Profit sharing......Page 556
  Summary propositions......Page 558
  Theory into practice......Page 559
  Further reading......Page 561
  References......Page 562
 27 Pensions and benefits......Page 564
  Pensions......Page 566
  Occupational pensions and HRM......Page 572
  Sick pay......Page 574
  Company cars......Page 576
  Flexible benefits......Page 577
  Theory into practice......Page 579
  Further reading......Page 580
  References......Page 581
 28 Employability: skills in reward......Page 582
  28.a. Negotiation......Page 583
  Putting it into practice......Page 588
  28.b. Rewarding overseas employees for dislocation of domestic and social arrangements......Page 589
  Summary propositions......Page 590
  Putting it into practice......Page 591
  Further reading......Page 592
  References......Page 593
Part 7 Contemporary issues......Page 595
 29 Ethics and reputational management......Page 597
  The ethical dimension......Page 598
  Early management concern with ethics......Page 600
  Business ethics today......Page 601
  Ethics and HRM......Page 603
  Ethics across national boundaries......Page 604
  Some current and developing ethical dilemmas......Page 605
  Summary propositions......Page 608
  Theory into practice......Page 609
  References......Page 610
 30 Managing the human resource function......Page 612
  The HR function: purpose, roles and competencies......Page 613
  Structure of the HR function......Page 615
  HR strategic contribution......Page 618
  Self-service HR......Page 620
  HR shared services......Page 621
  Outsourcing HR......Page 623
  The role of line managers in HR......Page 625
  Critique of changes in the management of the HR function......Page 627
  General discussion topics......Page 629
  Further reading......Page 630
  References......Page 631
 31 Health and well-being......Page 634
  The nature of health and well-being......Page 635
  Health and well-being initiatives......Page 637
  ‘Good work’ and well-being: the role of job design......Page 639
  The business case for health and well-being......Page 643
  Criticisms of health and well-being initiatives......Page 646
  Summary propositions......Page 648
  Theory into practice......Page 649
  References......Page 650
 32 Managing the international workforce......Page 652
  Structuring international organisations......Page 653
  Managing expatriates......Page 658
  HRM issues in international organisations......Page 663
  General discussion topics......Page 667
  Theory into practice......Page 668
  Further reading......Page 669
  References......Page 670
 33 Advanced HR skills......Page 671
  33.a. Chairing meetings......Page 672
  Summary propositions......Page 674
  33.b. Presentation at tribunal......Page 675
  Summary propositions......Page 678
  33.c. Dealing with bullying and harassment at work......Page 679
  General discussion topics......Page 684
  33.d. Using consultants......Page 685
  Putting it into practice......Page 688
  Further reading......Page 690
  References......Page 691
Glossary......Page 692
Index......Page 700