| Edizione | [Ninth edition.] |
| Pubbl/distr/stampa |
Harlow, England : , : Pearson, , 2014
|
| Descrizione fisica |
1 online resource (673 pages)
|
| Disciplina |
658.3
|
| Soggetto topico |
Personnel management
|
| ISBN |
0-273-78668-7
|
| Formato |
Materiale a stampa  |
| Livello bibliografico |
Monografia |
| Lingua di pubblicazione |
eng
|
| Nota di contenuto |
Cover -- Contents -- Guided tour -- Preface -- Publisher's acknowledgements -- Part 1 Human resource management in changing times -- Chapter 1 The nature of human resource management -- Defining HRM -- The evolution of modern HRM -- HRM and the achievement of organisational effectiveness -- Summary propositions -- General discussion topics -- Theory into practice -- Further reading -- References -- Chapter 2 The Global context for human resource management -- Globalisation -- The causes of globalisation -- The impact of globalisation -- Conclusions -- Summary propositions -- General discussion topics -- Theory into practice -- Further reading -- References -- Chapter 3 Strategic human resource management -- Strategic HRM -- The relationship between business strategy and HR strategy -- Theoretical perspectives of strategic HRM -- Summary propositions -- General discussion topics -- Theory into practice -- Further Reading -- Web link -- References -- Chapter 4 Workforce planning and metrics -- The contribution and feasibility of workforce planning -- The scope of workforce planning -- Analysing the environment -- Forecasting future HR needs -- Analysing the current situation and projecting forward -- Reconciliation, decisions and plans -- Workforce metrics -- Summary propositions -- General discussion topics -- Theory into practice -- Further reading -- Web links -- References -- Part 2 Resourcing: getting people in the right places to do the right things -- Chapter 5 Organisation design and flexibility -- Organisation design -- Organisation structures -- Organisational flexibility -- Employer flexibility -- Employee flexibility (or work-life balance) -- Summary propositions -- General discussion topics -- Theory into practice -- Further reading -- References -- Chapter 6 recruitment -- Determining requirements.
Rational versus processual approaches to recruitment -- Internal recruitment -- External recruitment -- Recruitment advertising -- E-recruitment -- Evaluation of recruitment activity -- Summary propositions -- General discussion topics -- Theory into practice -- Further Reading -- References -- Chapter 7 Selection methods and decisions -- Rational versus processual approaches to selection -- Selection criteria -- Shortlisting -- Selection methods -- Advanced methods of selection -- Final selection decision making -- Validation of selection procedures -- Summary propositions -- General discussion topics -- Theory into practice -- Further reading -- References -- Chapter 8 Engaging and retaining people -- Defining engagement -- The benefits of employee engagement -- The impact of staff turnover -- Analysing staff turnover -- Engagement and retention strategies -- Summary propositions -- General discussion topics -- Theory into practice -- Further reading -- References -- Chapter 9 Ending the contract -- Unfair dismissal -- Constructive dismissal -- Compensation for dismissal -- Wrongful dismissal -- Notice -- Summary propositions -- General discussion topics -- Theory into practice -- Further reading -- References -- Legal cases -- Part 3 Performance: success through individual and collective achievement -- Chapter 10 Employee performance management -- Performance management or performance appraisal? -- Theoretical bases of performance management -- Performance management across national contexts -- Stages in a performance management system -- Performance management: does it improve performance? -- Summary propositions -- General discussion topics -- Theory into practice -- Further reading -- References -- Chapter 11 Leadership -- Leadership and management -- What are the traits of (effective) leaders?.
What is the 'best way to lead'? Leadership styles and behaviours -- Do leaders need different styles for different situations? -- Transformational leadership: do we really need heroes? -- Followership -- Summary propositions -- General discussion topics -- Theory into practice -- Further reading -- References -- Chapter 12 Managing attendance and absence -- The national context -- The organisational context -- Process and causes of absence -- Managing for attendance -- Ongoing contact during absence -- Summary propositions -- General discussion topics -- Theory into practice -- Further reading -- References -- Part 4 Development -- Chapter 13 Organisational change and development -- The nature of change and the role of planned change -- How can organisations be responsive to change? -- Addressing the employee experience of change -- Reconceptualising change -- Organisational development as a specific approach to change -- The evolution and future of OD -- Summary of the HR role in change -- Summary propositions -- General discussion topics -- Theory into practice -- Further Reading -- References -- Chapter 14 The context of employee learing and development -- The UK national picture and strategy -- UK skills policy and framework -- Behavioural competencies -- The nature of learning: theories -- The nature of learning: learning from experience -- Summary propositions -- General discussion topics -- Theory into practice -- Further reading -- References -- Chapter 15 Learning and development -- Identifying learning and development needs -- Methods of learning and development -- Evaluation of training and development -- Summary propositions -- General discussion topics -- Theory into practice -- Further reading -- References -- Chapter 16 Talent and career development -- What is talent? -- Identification of talent.
Strategic talent and career development -- Developing talent and careers -- How organisations evaluate talent management -- Summary propositions -- General discussion topics -- Theory into practice -- Further reading -- References -- Part 5 Employee relations -- Chapter 17 Employee voice -- Terminology -- Information sharing -- Consultation -- Co-determination -- Summary propositions -- General discussion topics -- Theory into practice -- Further reading -- References -- Chapter 18 The legal framework of work -- A regulatory revolution -- The contract of employment -- Discrimination law -- Equal pay law -- Health and safety law -- Family-friendly employment law -- The National Minimum Wage -- Is employment law a benefit or a burden for businesses? -- Summary propositions -- General discussion topics -- Theory into practice -- Further reading -- References -- Legal cases -- Chapter 19 Equal Opportunities and diversity -- How 'equal' is the workforce? -- Different approaches to equality -- Implications for organisations -- Summary propositions -- General discussion topics -- Theory into practice -- Further reading -- Web links -- References -- Chapter 20 Girevance and discipline -- The Milgram experiments with obedience -- What do we mean by discipline? -- What do we mean by grievance? -- The framework of organisational justice -- Grievance procedure -- Disciplinary procedure -- Are grievance and discipline processes equitable? -- Summary propositions -- General discussion topics -- Theory into practice -- Further reading -- References -- Part 6 Reward: the contract for payment -- Chapter 21 Setting pay -- Introducing reward management -- The elements of payment -- Setting base pay -- The importance of equity -- International diversity in reward management -- Total reward -- Summary propositions -- General discussion topics -- Theory into practice.
Further reading -- References -- Chapter 22 Incentives -- Basic choices -- The extent to which incentives are paid -- PBR schemes -- PRP -- Skills-based pay -- Profit sharing -- Summary propositions -- General discussion topics -- Theory into practice -- Further reading -- References -- Chapter 23 Pensions and benefits -- Pensions -- Occupational pensions and HRM -- Sick pay -- Company cars -- Flexible benefits -- Summary propositions -- General discussion topics -- Theory into practice -- Further reading -- References -- Part 7 Contemporary issues -- Chapter 24 Ethics and corporate social responsibility -- The ethical dimension -- Early management concern with ethics -- Renewed interest in business ethics -- Ethics and HRM -- Ethics across national boundaries -- Some current and developing ethical dilemmas -- Summary propositions -- General discussion topics -- Theory into practice -- Further reading -- References -- Chapter 25 Managing the human resource function -- Purpose and roles of the HR function -- Structure of the HR function -- HR strategic contribution -- Self-service HR -- HR shared services -- Outsourcing HR -- The role of line managers in HR -- Critique of changes in the management of the HR function -- Summary propositions -- General discussion topics -- Theory into practice -- Further reading -- References -- Chapter 26 Health and well-being -- The nature of health and well-being -- Health and well-being initiatives -- Job design -- The impact of health and well-being initiatives on individuals and organisations -- Criticisms of health and well-being initiatives -- Summary propositions -- General discussion topics -- Theory into practice -- Further reading -- Web links -- References -- Chapter 27 The international dimension -- Cultural variations -- Institutional variations -- HRM in international organisations.
Managing expatriates.
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| Record Nr. | UNINA-9910151655803321 |
Info
Human resource management / / Derek Torrington [and three others]