Contemporary human resource management: text and cases

✍ Scribed by Redman, Tom(Contributor);Wilkinson, Adrian(Contributor);Dundon, Tony(Contributor)

• Publisher: Pearson Education
• Year: 2016;2017
• Tongue: English
• Leaves: 627
• Series: Always learning
• Edition: 5. edition
• Category: Library

✦ Table of Contents

Cover......Page 1
Title Page......Page 4
Copyright Page......Page 5
BRIEF OF CONTENTS......Page 8
CONTENTS......Page 9
Case studies and exercises......Page 13
Editors......Page 16
Contributors......Page 17
Acknowledgements......Page 19
PART 1 FUNDAMENTALS OF HUMAN RESOURC EMANAGEMENT......Page 22
Introduction......Page 23
The development of HRM......Page 24
The new HRM?......Page 25
The changing context of work......Page 28
Strategy and HRM......Page 32
Performance and HRM......Page 33
The changing role of HRM......Page 36
The book......Page 39
Case study 1.1......Page 40
Case study 1.2......Page 43
Suggested Further Reading......Page 44
Bibliography......Page 45
Introduction......Page 53
Strategy, structure and HRM......Page 54
HR and organisational performance: our approach and some background......Page 58
Human resource advantage......Page 59
Human capital advantage......Page 61
HRM models that fit network characteristics......Page 70
Organisational process advantage......Page 71
Conclusions and implications......Page 76
Case study 2.1......Page 78
Case study 2.2......Page 81
Case study 2.3......Page 85
Bibliography......Page 87
Introduction......Page 98
The external environment......Page 99
The organisation......Page 104
The job......Page 106
Pre-recruitment activities......Page 107
Recruitment methods......Page 109
Conclusions......Page 113
Case study 3.1......Page 115
Case study 3.2......Page 117
Case study 3.3......Page 118
Bibliography......Page 119
Introduction......Page 125
The ‘what’ and ‘how’ of selection......Page 126
Summary of trends......Page 133
What do organisations actually do?......Page 134
Explaining practice......Page 135
Conclusions and implications for HRM......Page 140
Case study 4.1......Page 141
Case study 4.2......Page 142
Case study 4.3......Page 143
Bibliography......Page 146
Introduction......Page 151
The case for training and development......Page 152
Voluntarist and regulated approaches: international practice......Page 153
Training and development in the workplace......Page 156
Personal qualities and generic skills......Page 159
The disadvantages of training and development......Page 161
Skill and performance......Page 162
Discussion and conclusions......Page 164
Case study 5.2......Page 166
Case study 5.3......Page 167
Case study 5.4......Page 170
Bibliography......Page 171
Introduction......Page 177
Defining reward management......Page 178
The conceptualisation of reward......Page 179
Types of rewards......Page 181
Types of reward systems......Page 182
Pay determination......Page 183
Understanding the strategic role of rewards......Page 186
International reward management......Page 192
Conclusion......Page 194
Case study 6.1......Page 195
Bibliography......Page 201
Introduction......Page 208
The practice of performance appraisal......Page 209
Developments in performance appraisal......Page 212
Problems of performance appraisal......Page 216
Conclusions......Page 217
Case study 7.1......Page 218
Bibliography......Page 225
Introduction......Page 230
The labour market and the law......Page 232
Trade unions and their members......Page 234
The management of employee relations......Page 237
Conclusion......Page 240
Case study 8.1......Page 241
Bibliography......Page 246
Introduction......Page 251
Organisational culture......Page 252
Categorisations of culture......Page 254
Culture and organisational performance......Page 256
Organisational culture and human resource management......Page 257
Is culture change feasible?......Page 261
Conclusions......Page 262
Case study 9.2......Page 263
Case study 9.3......Page 264
Bibliography......Page 268
PART 2 CONTEMPORARY THEMES AND ISSUES......Page 276
Introduction......Page 277
The mindsets of senior leaders......Page 278
Competitive challenges and international HRM configurations......Page 281
Global expansion of MNCs and international HRM implications......Page 284
Strategic international HRM in MNCs......Page 286
International HRM policies and practices – working abroad......Page 287
Adjustment to the local environment......Page 295
International reward management......Page 296
Career capital during the assignment......Page 297
Summary......Page 300
Case study 10.1......Page 301
Case study 10.2......Page 304
Bibliography......Page 306
Introduction......Page 312
Convergence or divergence in HRM systems......Page 314
Empirical ways of understanding diversity......Page 321
Conclusion......Page 322
Case study 11.1......Page 323
Case study 11.2......Page 324
Case study 11.3......Page 325
Case study 11.4......Page 328
Bibliography......Page 329
Introduction......Page 334
Managing diversity and inclusion: a brief history......Page 335
General principles and activities......Page 336
Implementing diversity initiatives......Page 337
International and cultural contexts......Page 338
Managing diversity globally......Page 339
Do diversity initiatives deliver?......Page 340
Conclusions......Page 343
Case study 12.1......Page 344
Case study 12.2......Page 345
Bibliography......Page 347
Introduction......Page 352
Work–life balance discourses......Page 353
The national context of work–life balance......Page 354
Work–life balance and the workplace......Page 360
Individual choice and work–life balance......Page 364
Conclusion......Page 365
Case study 13.1......Page 366
Bibliography......Page 368
Introduction......Page 371
The contextual reality of downsizing......Page 372
Methods of downsizing......Page 376
Alternatives to redundancy......Page 377
The redundancy process......Page 380
Conclusions......Page 383
Case study 14.1......Page 385
Bibliography......Page 386
Introduction......Page 393
The nature of organisational change......Page 394
First cornerstone: change drivers (‘why’)......Page 395
Second cornerstone: change processes (‘how’)......Page 396
Third cornerstone: change agents (‘who’ make change happen)......Page 400
Fourth cornerstone: change recipients (‘who’ is affected by change and how they can be supported?)......Page 403
HR’s role in change management......Page 407
Case study 15.1......Page 409
Case study 15.2......Page 414
Case study 15.3......Page 416
Bibliography......Page 420
Introduction......Page 426
The context for employee participation......Page 427
A framework for analysing employee participation......Page 429
Employee participation in practice......Page 430
The meanings and impact of participation......Page 433
Employee participation and the EU......Page 434
Conclusions......Page 436
Case study 16.1......Page 437
Case study 16.2......Page 439
Case study 16.3......Page 440
Bibliography......Page 443
Introduction......Page 448
Definition......Page 449
Measuring work and organisation engagement in research......Page 450
Types of engagement......Page 451
Measuring employee engagement in practice......Page 452
Engagement and related constructs......Page 453
Drivers of employee engagement......Page 454
Outcomes of employee engagement......Page 456
Employee engagement in context......Page 458
Conclusion......Page 459
Case study 17.1......Page 460
Case study 17.2......Page 461
Case study 17.3......Page 462
Bibliography......Page 463
Introduction......Page 469
Defining knowledge work......Page 470
Why worker motivation is key to achieving participation in knowledge management initiatives......Page 472
The organisational climate and workers’ attitudes to knowledge management initiatives......Page 473
HRM practices to support knowledge management initiatives......Page 475
Conclusion......Page 480
Case study 18.1......Page 481
Case study 18.2......Page 485
Bibliography......Page 487
Introduction......Page 491
Ethical theories: enter the moral maze......Page 493
An employment ethics agenda: six central issues......Page 495
Shaping an ethical workplace......Page 498
Ethical HRM policy......Page 499
Case study 19.1......Page 503
Case study 19.2......Page 506
Bibliography......Page 507
Introduction......Page 510
The emotional turn: key concepts and issues......Page 511
Emotion in management theory and practice......Page 512
Critical perspectives on emotion......Page 516
Conclusions......Page 522
Case study 20.1......Page 523
Case study 20.2......Page 525
Case study 20.3......Page 526
Bibliography......Page 527
Introduction......Page 533
Background......Page 534
Approaches to flexibility......Page 535
Implementation and outcomes......Page 541
Conclusion: matching employer and employee needs......Page 544
Case study 21.1......Page 545
Case study 21.2......Page 547
Case study 21.3......Page 549
Bibliography......Page 550
Introduction......Page 555
How is workplace bullying defined?......Page 557
The importance of power and dependency in workplace bullying......Page 558
Identifying workplace bullying behaviours......Page 559
The effect of workplace bullying on targets......Page 560
The effect of workplace bullying on the organisation......Page 561
Antecedents of workplace bullying......Page 562
Prevention and management of workplace bullying......Page 565
Conclusion......Page 568
Case study 22.1......Page 569
Case study 22.2......Page 570
Bibliography......Page 571
Introduction......Page 578
Alternative, control and surveillance-based arguments......Page 579
The call centre as socio-technical system......Page 581
Electronic HRM......Page 582
Social media at work......Page 583
Recruitment and selection......Page 585
Technological reach/changing boundaries......Page 586
Managing social media......Page 588
Case study 23.1......Page 589
Case study 23.2......Page 591
Bibliography......Page 593
Introduction......Page 598
Factors influencing the growth of talent management......Page 599
The meaning of talent......Page 601
Approaches to talent management......Page 603
Application of TM: recent empirical research review......Page 605
Conclusion......Page 608
Case study 24.1......Page 609
Bibliography......Page 612
B......Page 618
D......Page 619
F......Page 620
H......Page 621
K......Page 622
O......Page 623
R......Page 624
S......Page 625
W......Page 626
Z......Page 627