Human Resource Management: A Contemporary Approach

✍ Scribed by Ian Beardwell

• Publisher: Financial Times Management
• Year: 2003
• Tongue: English
• Leaves: 760
• Edition: 4
• Category: Library

✦ Synopsis

This is the fourth edition of the well-established, thought-provoking classic textbook from De Montfort University, edited by Ian Beardwell, Len Holden and Tim Claydon and updated and revised throughout. A thorough introduction to HRM, this book contains a variety of perspectives and styles and a critical approach, made clear and accessible to students through the consistent chapter structure and increased features such as: learning outcomes and chapter summaries; activities; 'stop and think' features; UK, International and European case studies; Glossary, extensive references and further reading Bright, full color interior design.

Other features include a downloadable Instructor's Manual with PowerPoint slides and notes to accompany the activities, exercises, questions and case studies within the book. As with previous editions, Human Resource Management 4ed is in line with CIPD standards and the critical approach and sophisticated writing style is suitable for undergraduates, HRM Masters students and specialist MBAs.

Editors- Ian Beardwell - former Head of the HRM Department, Dr. Len Holden - Principal Lecturer in HRM and Dr. Tim Claydon - Principal Lecturer in Industrial Relations - Leicester Business School, De Montfort University.

Contributors- Phil Almond, Julie Beardwell, Dr. Ian Clark, Professor Audrey Collin, Trevor Colling, Mike Doyle, Linda Glover, Nicky Golding, Dr. Sue Marlow, Professor Mike Noon, Julia Pointon, Alan Ryan, Olga Tregaskis - All of the Department of Human Resource Management, Leicester Business School, De Montfort University.

✦ Table of Contents

Cover......Page 1
Human Resource Management......Page 2
Contents......Page 7
Preface......Page 11
Guided Tour of the Book......Page 13
Plan of the Book......Page 15
How to use this Book......Page 16
Contributors......Page 17
Acknowledgements......Page 20
Human Resource Management and its Organisational Context......Page 22
Introduction to Part 1......Page 24
Introduction......Page 25
Some assumptions about human resource management......Page 35
The search for the defining characteristics of HRM......Page 36
The origins of human resource management......Page 38
Human resource management: the state of the debate......Page 45
Summary......Page 48
Activity......Page 49
References and further reading......Page 50
Introduction to strategic human resource management......Page 53
Understanding the business context......Page 55
Approaches to the strategy-making process......Page 56
The rise of strategic human resource management......Page 62
Exploring the relationship between strategic management and SHRM: the best-fit school of SHRM......Page 63
The resource-based view of SHRM......Page 70
Best-practice SHRM: high-commitment models......Page 77
High-performance work practices......Page 80
Conclusion......Page 88
Summary......Page 89
Questions......Page 90
Case study: Jet Airlines......Page 91
References and further reading......Page 92
Introduction......Page 96
The immediate context of HRM......Page 100
The wider context of HRM......Page 105
Ways of seeing and thinking......Page 112
Conclusion . . . and a new beginning?......Page 122
Summary......Page 123
Activity......Page 124
Exercise......Page 125
Case study: Awkward squad promises a rough ride at Blackpool......Page 126
References and further reading......Page 127
Resourcing the Organisation......Page 132
Introduction to Part 2......Page 134
Introduction......Page 136
The nature of labour markets and employment systems......Page 137
Externalisation or internalisation of employment?......Page 141
The rise and fall of internalised employment systems?......Page 155
The future of employment systems: theory and evidence......Page 163
Conclusion......Page 171
Summary......Page 172
Activity......Page 173
Case study: ‘Fears for the thread of industry’......Page 174
References and further reading......Page 175
Introduction......Page 178
Defining human resource planning......Page 179
The traditional approach to HRP......Page 180
Human resource planning – a contemporary approach......Page 193
The advantages and disadvantages of human resource planning......Page 202
Human resource planning in practice......Page 203
HRP and strategic HRM......Page 204
Future directions......Page 206
Questions......Page 207
References and further reading......Page 208
Introduction......Page 210
The external context......Page 211
The internal context......Page 219
Developments in the systematic approach to recruitment and selection......Page 225
Conclusion......Page 245
Activity......Page 246
References and further reading......Page 248
Introduction......Page 251
The nature of discrimination......Page 252
Why be concerned with equality and diversity?......Page 254
Equal opportunity policies......Page 259
Devising equality and diversity policies......Page 263
Institutional discrimination......Page 269
The process of discrimination in an organisation......Page 272
Summary......Page 274
Questions......Page 275
Case study: Safe Future Finance......Page 276
References and further reading......Page 277
PART 2 Case study Employers exploit agency work boom......Page 279
Developing the Human Resource......Page 282
Introduction to Part 3......Page 284
Introduction......Page 287
The changing world of work and organisations......Page 288
Learning and development......Page 292
The outcomes and process of learning......Page 297
The process of development......Page 308
The organisation as context for learning and development......Page 316
Controversial issues......Page 324
Conclusions......Page 325
Summary......Page 326
Exercises......Page 327
Case study: Appoint in haste, repent at leisure......Page 328
References and further reading......Page 330
Introduction......Page 334
The need for training......Page 335
Creating a human resource development plan......Page 338
The learning organisation......Page 350
HRD and the national framework for vocational education and training......Page 354
VET in the leading industrialised nations......Page 356
VET in Britain......Page 362
Controversial issues......Page 371
Summary......Page 374
Activity......Page 375
Case study 1: Wealden District Council......Page 376
Case study 2: Smart cookies......Page 377
References and further reading......Page 379
Introduction......Page 382
Defining management development......Page 383
Management development as a strategic imperative......Page 384
Organisational approaches to management development......Page 386
Organising management development programmes......Page 391
Implementing and evaluating management development programmes......Page 395
Management development for different contexts and special needs......Page 407
The future for management development: the need for new thinking and new practices?......Page 428
Questions......Page 432
Case study: Management development in Mid-County NHS Trust......Page 433
References and further reading......Page 434
The Employment Relationship......Page 444
Introduction to Part 4......Page 446
Introduction......Page 447
Distinguishing contractual and statutory employment rights......Page 448
The contract of employment......Page 450
Discrimination in employment......Page 463
The regulation of working time......Page 466
Termination of the employment contract......Page 468
Enforcement of contractual and statutory employment rights......Page 471
New rights at work?......Page 474
Conclusion......Page 480
Summary......Page 481
Case study: The pitfalls that follow a failure of best practice......Page 482
References and further reading......Page 484
Introduction......Page 486
Collective bargaining – history, definitions, analyses and criticisms......Page 489
The collective agreement......Page 490
The development of collective bargaining in Britain 1945–80......Page 491
Changes in collective bargaining since the 1980s......Page 493
HRM and collective bargaining......Page 497
‘New Labour’ and the contemporary employment relationship......Page 498
Establishing the terms and conditions of employment in the public sector......Page 501
Establishing terms and conditions of employment in non-union organisations......Page 509
Summary......Page 514
Questions......Page 515
Case study: Business views two-tier workforce agreement as dynamite......Page 516
References and further reading......Page 517
Introduction......Page 521
The development of reward systems......Page 522
Design and debates......Page 523
Motivation as a mechanism......Page 525
New day, new way, new pay?......Page 538
The psychological contract......Page 540
HRM and performance management......Page 544
Conclusion......Page 554
Questions......Page 555
Case study: Widgets Are Us......Page 556
References and further reading......Page 557
Introduction......Page 560
HRM and employee involvement......Page 562
Employee involvement and communication......Page 565
Empowerment......Page 578
Controversy: does employee involvement work? The case of TQM......Page 583
International aspects of employee involvement......Page 586
Summary......Page 595
Questions......Page 596
Case study 1: Total quality management......Page 597
Case study 2: Empowerment at Semco......Page 598
References and further reading......Page 599
Part 4 Case study Malone Superbuy Ltd......Page 603
International Human Resource Management......Page 604
Introduction to Part 5......Page 606
Objectives......Page 608
Introduction......Page 609
National business systems (NBSs)......Page 610
Comparative HRM......Page 620
International HRM......Page 627
HRM in multinationals......Page 645
Summary......Page 650
Case study: All change at Linkz......Page 651
References and further reading......Page 653
Introduction......Page 658
European Union issues......Page 659
The Social Charter......Page 665
Eastern Europe......Page 685
Activies......Page 690
Case study: A human resource strategy for Europump Ltd......Page 691
References and further reading......Page 693
Introduction......Page 696
Japan: economic growth and HRM......Page 698
China: economic growth and HRM......Page 705
Hong Kong: economic growth and HRM......Page 716
South Korea: economic growth and HRM......Page 718
Singapore: economic growth and HRM......Page 723
Summary......Page 726
Activity......Page 727
Case study: Yummee Biscuits......Page 728
References and further reading......Page 730
PART 5 Case study Global and local: the case of the inoperable......Page 733
Glossary of Terms and Abbreviations......Page 735
Index......Page 743