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 โ 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