Additional Information
Book Details
Abstract
Focuses on the resourcing of organisations with people, this engaging text achieves a balance between academic rigour and practitioner relevance. This balanced approach, together with the breadth and versatility of the content, enables the book to be used effectively for modules based on the CIPD Professional Standards and other upper-level HRM modules.
Substantially revised and updated to match new CIPD Professional Standards, this fourth edition promises to make the subject even more involving and understandable. Readable and clear, People Resourcing and Talent Management uses real life examples and case studies to examine how HR theory and concepts apply in practice.
This book addresses a broad range of HR issues and covers all the activities that are essential for the acquiring, managing and retaining talent – this from HR planning through to release from employment. It describes and analyses contemporary HR practice and puts it into context, covering the latest developments in people resourcing and talent planning.
This text meets the knowledge and understanding requirements for the CIPD’s Resourcing and Talent Management module.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| People Resourcing and Talent Planning | i | ||
| Brief Contents | v | ||
| Contents | vii | ||
| List of Figures and Tables | xi | ||
| List of Exhibits | xiii | ||
| Preface to the Fourth Edition | xvi | ||
| Acknowledgements | xx | ||
| People Resourcing: the changing world of work and contemporary human resource management | 1 | ||
| Introduction | 2 | ||
| A contingent approach | 2 | ||
| A critical perspective and no right HR answers! | 4 | ||
| Changes in the world of work | 5 | ||
| Human resource management (HRM) | 10 | ||
| The changing role of the HR professional | 14 | ||
| HR strategy and people resourcing – the fundamentals | 22 | ||
| Adding value through HR practices | 23 | ||
| e-HR, the three-legged model and the outsourcing of HR activities | 24 | ||
| Case Study: Call centres in the financial services sector – just putting you on hold . . . | 26 | ||
| Brave new world or more of the same? | 29 | ||
| Human Resources Strategy: perspectives and theories | 38 | ||
| Introduction | 39 | ||
| Strategy: misconceptions, concepts and typologies | 39 | ||
| Strategy, business performance and human resources management | 41 | ||
| Best-practice models | 43 | ||
| Best-fit models | 48 | ||
| The resource-based model | 51 | ||
| Case Study: Polygon University – the challenges of developing a human resources strategy | 54 | ||
| Developing an emergent human resource strategy | 54 | ||
| Competencies in People Resourcing | 61 | ||
| Introduction | 62 | ||
| Definitions and concepts | 62 | ||
| The competency movement | 64 | ||
| Who uses competency frameworks? | 68 | ||
| Why do employers use competency frameworks? | 69 | ||
| How to construct a competency framework | 71 | ||
| Techniques for constructing competency frameworks | 75 | ||
| Assessing competencies | 76 | ||
| Using competencies | 78 | ||
| Activity: The competency framework of a large housing association | 84 | ||
| The pros and cons of competency management | 84 | ||
| Human Resource Planning, Talent Planning and Worker Flexibility | 90 | ||
| Introduction | 91 | ||
| Human resource planning | 91 | ||
| The process of human resource planning | 92 | ||
| Developments in human resource planning | 99 | ||
| Talent planning and talent management | 101 | ||
| Employee retention | 107 | ||
| Patterns of work | 118 | ||
| Case Study: Introducing flexible working at Safelife Insurance Limited | 125 | ||
| HR Information Systems and e-enabled HR | 132 | ||
| Introduction | 133 | ||
| Information needs | 133 | ||
| HR information and business partnering | 135 | ||
| e-HR and the transformation of HR services | 135 | ||
| Managerial decision-making and the HRIS | 138 | ||
| The benefits of an HRIS | 141 | ||
| Case Study: Young People’s Fashion PLC and HRIS | 145 | ||
| Security of personal data | 147 | ||
| Data protection – rights, access and security | 147 | ||
| Employee Internet and email policies | 151 | ||
| Recruitment: attracting the right people | 154 | ||
| Introduction | 155 | ||
| Contingency in recruitment and selection methods | 155 | ||
| Recruitment, selection and the systems approach | 156 | ||
| Recruitment and selection sub-systems | 157 | ||
| Pre-recruitment | 159 | ||
| Recruitment methods – attracting applications | 164 | ||
| Case Study: A-B-Zee: Human resource planning and recruitment for new superstores | 175 | ||
| Recruitment methods – analysis and trends | 178 | ||
| Responding to enquiries and the candidate's view | 179 | ||
| Criminal certificates – Police Act 1997 | 180 | ||
| UK immigration system and the UK Border Agency | 181 | ||
| Selection: choosing the right people | 185 | ||
| Introduction | 186 | ||
| Subjectivity, discrimination, professionalism and ethics | 186 | ||
| Elimination and reduction | 187 | ||
| Validity, reliability and popularity of selection methods | 188 | ||
| Selection methods | 191 | ||
| Case Study: Recruitment and selection of graduate trainees | 208 | ||
| Selection trends | 210 | ||
| Successful transition through pre-engagement and induction | 213 | ||
| The contract of employment and the written particulars of employment | 215 | ||
| Exit interviews – the initial stage of the recruitment and selection process? | 216 | ||
| Managing Diversity | 226 | ||
| The managing diversity concept | 227 | ||
| UK discrimination and equality legislation | 231 | ||
| Case Study: Review of age discrimination at Family Fitness | 234 | ||
| The Equality Bill 2009 | 235 | ||
| Equal pay | 240 | ||
| Case Study: Equal pay review at Greenacres College of Further Education | 245 | ||
| Work-life balance | 247 | ||
| Pay, Reward and Resourcing | 253 | ||
| Introduction | 254 | ||
| Reward | 254 | ||
| New pay and old pay | 254 | ||
| Pay determination | 256 | ||
| Reward strategy | 257 | ||
| Total reward philosophy | 260 | ||
| Pay strategies | 263 | ||
| Graded pay and job evaluation | 264 | ||
| Market-related pay | 269 | ||
| Performance-related pay | 273 | ||
| Competence-based pay | 284 | ||
| Profit sharing | 284 | ||
| Case Study: Reward systems at City in the Woods City Council | 285 | ||
| Reward, Financial Benefits and Pensions | 292 | ||
| Introduction | 293 | ||
| Employee financial benefits | 293 | ||
| Flexible benefits | 295 | ||
| Pensions | 299 | ||
| Case Study: Pensions change at Goodwins | 307 | ||
| Contemporary trends in reward | 310 | ||
| Managing and Appraising Performance | 316 | ||
| Introduction | 317 | ||
| Performance management and corporate strategy | 317 | ||
| The performance management process | 319 | ||
| Case Study: Objective setting and appraisal | 324 | ||
| The balanced scorecard and performance management | 327 | ||
| Managing underperformance | 329 | ||
| Managing employee absence | 331 | ||
| The management of sick absence | 333 | ||
| Case Study: Managing absence and attendance: comparative strategies | 342 | ||
| Human Resource Development | 350 | ||
| Introduction | 351 | ||
| Human resource development | 351 | ||
| The systematic approach to training and learning | 352 | ||
| Case Study: LSC Clothing: four stages of the training cycle | 360 | ||
| Strategic HRD | 361 | ||
| Case Study: SPS Research: HRD strategy of ‘build not buy’ | 367 | ||
| Management development | 367 | ||
| Knowledge management and human capital management | 370 | ||
| Skills and human capital development: a national perspective | 374 | ||
| Managing Health and Safety at Work | 387 | ||
| Introduction | 388 | ||
| Health and safety at work and the performance imperative | 388 | ||
| From prescription to responsibility – statutory regulation to self-regulation | 390 | ||
| Reconciling the tensions | 391 | ||
| Common law duties of care | 391 | ||
| The Health and Safety at Work Act (HASAWA) 1974 | 391 | ||
| A practical guide to the Health and Safety Regulations 1992 (consolidated in ERA 1996 and Amendment Regulations 1999 and 2003) | 396 | ||
| The Health and Safety (Offfences) Act 2008 and the Corporate Manslaughter and Corporate Homicide Act 2008 | 404 | ||
| Protection against dismissal – health and safety duties and concerns | 404 | ||
| Special groups – young people and pregnant women | 405 | ||
| The Working Time Directive 1993 | 405 | ||
| Case Study: Health and safety in Cobras department store | 406 | ||
| Creating an active health and safety culture | 407 | ||
| Health and safety – principle and reality | 409 | ||
| A framework for analysis | 409 | ||
| The Strategic Management of Employee Well-being | 414 | ||
| Introduction | 415 | ||
| A strategy for employee well-being | 415 | ||
| Stress and distress | 418 | ||
| Case Study: Stress management policy and responsibilities at Goodwins department stores | 426 | ||
| Case Study: United Biscuits and the stress management standards | 429 | ||
| Harassment and bullying at work | 430 | ||
| Alcohol and drug misuse | 434 | ||
| Violence at work | 438 | ||
| Case Study: Central Bar: workplace violence | 442 | ||
| Employment Relations in Context | 447 | ||
| Introduction | 448 | ||
| Employment relations and people resourcing | 448 | ||
| The changing nature of employment | 449 | ||
| The role of the state | 450 | ||
| Case Study: Union recognition at Key Bits Ltd | 457 | ||
| European social policy | 461 | ||
| Management strategies and employment relations | 463 | ||
| Trade unions | 465 | ||
| Employment Relations Processes | 473 | ||
| Introduction | 474 | ||
| Employment relations policies and people resourcing | 474 | ||
| Collective bargaining structure | 475 | ||
| Trends in collective bargaining | 476 | ||
| Individual bargaining | 482 | ||
| Conciliation, mediation and arbitration | 483 | ||
| The non-union organisation | 485 | ||
| Employee involvement, commitment and high performance work | 486 | ||
| The negotiation process | 490 | ||
| Case Study: Preparing for negotiations at Sell-It-All | 494 | ||
| Conflict Resolution: discipline and grievance | 499 | ||
| Introduction | 500 | ||
| Individual conflict-resolving mechanisms | 500 | ||
| The nature of discipline at work | 500 | ||
| Organisational rules | 502 | ||
| Disciplinary procedures | 503 | ||
| Case Study: Discipline at work – Jobs for the Toys Limited | 516 | ||
| Grievances – employee concern resolution | 517 | ||
| Mediation as an alternative to tribunal proceedings | 522 | ||
| Termination of Employment | 526 | ||
| Introduction | 527 | ||
| Introduction to dismissal | 527 | ||
| The origins and aims of unfair dismissal legislation | 527 | ||
| Types of dismissal | 528 | ||
| Dismissal defined | 529 | ||
| Employee qualification for unfair dismissal protection | 530 | ||
| Inadmissible reasons for dismissal | 531 | ||
| Fair reasons for dismissal | 533 | ||
| Reasonableness | 534 | ||
| Five fair reasons explored | 536 | ||
| Case Study: Christmas spirit and the amorous kitchen porter | 543 | ||
| Constructive dismissal | 551 | ||
| Case Study: Wacker Payne and the Royal Naval Reserve training weekend | 552 | ||
| Employment tribunals | 554 | ||
| Case Study: Ellie and the Oasis concert | 558 | ||
| Managing Redundancy | 564 | ||
| Introduction | 565 | ||
| Definition of redundancy | 565 | ||
| Causes of redundancy | 566 | ||
| The avoidance of redundancy | 567 | ||
| Redundancy drivers | 569 | ||
| Redundancy and the law | 570 | ||
| Consultation with employees | 570 | ||
| Redundancy payments | 572 | ||
| Selection for redundancy | 573 | ||
| Other statutory rights | 577 | ||
| The effective management of redundancy | 577 | ||
| Rebalancing the organisation after redundancy | 582 | ||
| Case Study: Coping with redundancy (if you stay) | 585 | ||
| Index | 589 |