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Contemporary Human Resource Management

Contemporary Human Resource Management

Adrian Wilkinson | Tom Redman | Tony Dundon

(2016)

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Book Details

Abstract

Whether you’re a student studying HRM or a forward-looking manager, Contemporary Human Resource Management is the book you need.

 

Written by authors who are all experts in their fields, this fifth edition provides a thorough and critical exploration of the key functions, practices and issues in HRM today. Substantially revised and updated with new material to reflect contemporary research and debate, this text uses a clear but thought-provoking style to delve into the theoretical and practical realities of HRM.

 

Fundamental HRM practices are covered in the first part of the book, before the second half examines issues of more recent and emerging significance. At least two case studies, exercises or activities in each chapter enable and encourage readers to identify, examine and apply key concepts in a practical context.

 

The book does not just report but also leads the debates across this ever-changing discipline.

 

 

“This is an excellent book that covers all major HRM areas. It also keeps in pace with recent advances and current discussion of HR by exploring more contemporary topics such as workplace bullying, knowledge management, flexibility or emotion at work.

 

Kristina Potocnik, Lecturer in Human Resource Management and Director, MSc Human Resource Management, University of Edinburgh 

 

“Skilfully integrates academic content and case study applications across a range of relevant contemporary HR debates”

 

Paula McDonald, Professor of Work and Organisation, Queensland University of Technology

 

 

Adrian Wilkinson is Professor and Director of the Centre for Work, Organisation and Wellbeing at Griffith University, Brisbane, Australia. He holds Visiting Professorships at Loughborough University, the University of Sheffield and the University of Durham, and is an Academic Fellow at the Judge Institute, University of Cambridge. He is a Fellow and Accredited Examiner of the Chartered Institute of Personnel and Development in the UK and a Fellow of the Australian Human Resource Institute. Adrian was appointed as a British Academy of Management Fellow in 2010. He is a Fellow of the Academy of Social Sciences (Acss) and a Fellow of the Australian Academy of Social Sciences Adrian is Joint Chief Editor of the Human Resource Management Journal (HRMJ).  

 

Tom Redman was Professor of Human Resource Management at the University of Durham Business School and was a Fellow of the Chartered Institute of Personnel and Development. Professor Redman sadly passed away suddenly during the production stages of this edition of the book. He will be sadly missed and his work and influence on the field of HRM continues. 

 

Tony Dundon is Professor of Human Resource Management and Employment Relations at Alliance Manchester Business School, University of Manchester. He is a Fellow of the Academy of Social Sciences (FAcSS) and former Chief Examiner for the Chartered Institute of Personnel and Development (CIPD) and joint Editor-in-Chief of the Human Resource Management Journal (HRMJ). Tony has held visiting positions at the University of St Andrews; Sydney University; Queensland University of Technology; Deakin University; and Toulouse Business School.

 

 


Table of Contents

Section Title Page Action Price
Cover Cover
Title Page iii
Copyright Page iv
BRIEF OF CONTENTS vii
CONTENTS viii
Case studies and exercises xii
Editors xv
Contributors xvi
Acknowledgements xviii
PART 1 FUNDAMENTALS OF HUMAN RESOURC EMANAGEMENT 3
CHAPTER 1 4
HUMAN RESOURCE MANAGEMENT: A CONTEMPORARY PERSPECTIVE 4
Adrian Wilkinson, Tom Redman and Tony Dundon 4
Introduction 4
The development of HRM 5
The new HRM? 6
The changing context of work 9
Strategy and HRM 13
Performance and HRM 14
The changing role of HRM 17
The book 20
Case study 1.1 21
Case study 1.2 24
Suggested Further Reading 25
Bibliography 26
CHAPTER 2 34
HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL PERFORMANCE: IN SEARCH OF THE HR ADVANTAGE 34
Nicholas Kinnie and Juani Swart 34
Introduction 34
Strategy, structure and HRM 35
HR and organisational performance: our approach and some background 39
Human resource advantage 40
Human capital advantage 42
HRM models that fit network characteristics 51
Organisational process advantage 52
Conclusions and implications 57
Case study 2.1 59
Case study 2.2 62
Case study 2.3 66
Bibliography 68
CHAPTER 3 79
RECRUITMENT 79
Scott Hurrell and Dora Scholarios 79
Introduction 79
The external environment 80
The organisation 85
The job 87
Pre-recruitment activities 88
Recruitment methods 90
The need for an applicant perspective 94
Conclusions 94
Case study 3.1 96
Case study 3.2 98
Case study 3.3 99
Bibliography 100
CHAPTER 4 106
SELECTION 106
Dora Scholarios 106
Introduction 106
A brief overview of psychometric quality 107
The ‘what’ and ‘how’ of selection 107
Summary of trends 114
What do organisations actually do? 115
Explaining practice 116
Conclusions and implications for HRM 121
Case study 4.1 122
Case study 4.2 123
Case study 4.3 124
Bibliography 127
CHAPTER 5 132
TRAINING AND DEVELOPMENT 132
Irena Grugulis 132
Introduction 132
The case for training and development 133
Voluntarist and regulated approaches: international practice 134
Training and development in the workplace 137
Personal qualities and generic skills 140
The disadvantages of training and development 142
Skill and performance 143
Re-thinking training and development 145
Discussion and conclusions 145
Case study 5.1 147
Case study 5.2 147
Case study 5.3 148
Case study 5.4 151
Bibliography 152
CHAPTER 6 158
REWARD MANAGEMENT 158
Flora F. T. Chiang and Thomas A. Birtch 158
Introduction 158
Defining reward management 159
The conceptualisation of reward 160
Types of rewards 162
Types of reward systems 163
Pay determination 164
Understanding the strategic role of rewards 167
International reward management 173
Conclusion 175
Case study 6.1 176
Bibliography 182
CHAPTER 7 189
PERFORMANCE APPRAISAL 189
Michelle Brown and Tom Redman 189
Introduction 189
Development of performance appraisal 190
The practice of performance appraisal 190
Developments in performance appraisal 193
Problems of performance appraisal 197
Conclusions 198
Case study 7.1 199
Bibliography 206
CHAPTER 8 211
EMPLOYEE RELATIONS 211
Geraint Harvey and Peter Turnbull 211
Introduction 211
The labour market and the law 213
Trade unions and their members 215
The management of employee relations 218
Conclusion 221
Case study 8.1 222
Bibliography 227
CHAPTER 9 232
ORGANISATIONAL AND CORPORATE CULTURE 232
Alistair Cheyne and John Loan-Clarke 232
Introduction 232
Organisational culture 233
Categorisations of culture 235
Culture and organisational performance 237
Organisational culture and human resource management 238
Is culture change feasible? 242
Conclusions 243
Case study 9.1 244
Case study 9.2 244
Case study 9.3 245
Bibliography 249
PART 2 CONTEMPORARY THEMES AND ISSUES 257
CHAPTER 10 258
INTERNATIONAL HUMAN RESOURCE MANAGEMENT—HISTORICAL DEVELOPMENTS, MODELS, POLICIES AND PRACTICES IN MNCs 258
Michael Dickmann 258
Introduction 258
Historical development of the multinational organisation 259
The mindsets of senior leaders 259
Competitive challenges and international HRM configurations 262
Global expansion of MNCs and international HRM implications 265
Strategic international HRM in MNCs 267
International HRM policies and practices – working abroad 268
Adjustment to the local environment 276
International reward management 277
Career capital during the assignment 278
Summary 281
Case study 10.1 282
Case study 10.2 285
Bibliography 287
CHAPTER 11 293
COMPARATIVE HUMAN RESOURCE MANAGEMENT 293
Geoffrey Wood and David G. Collings 293
Introduction 293
Convergence or divergence in HRM systems 295
Empirical ways of understanding diversity 302
Conclusion 303
Case study 11.1 304
Case study 11.2 305
Case study 11.3 306
Case study 11.4 309
Bibliography 310
CHAPTER 12 315
MANAGING DIVERSITY AND INCLUSION 315
Catherine Cassell 315
Introduction 315
Managing diversity and inclusion: a brief history 316
General principles and activities 317
Implementing diversity initiatives 318
International and cultural contexts 319
Managing diversity globally 320
Do diversity initiatives deliver? 321
Conclusions 324
Case study 12.1 325
Case study 12.2 326
Case study 12.3 328
Bibliography 328
CHAPTER 13 333
WORK–LIFE BALANCE: NATIONAL REGIMES, ORGANISATIONAL POLICIES AND INDIVIDUAL CHOICES 333
Gill Kirton 333
Introduction 333
Work–life balance discourses 334
The national context of work–life balance 335
Work–life balance and the workplace 341
Individual choice and work–life balance 345
Conclusion 346
Case study 13.1 347
Bibliography 349
CHAPTER 14 352
DOWNSIZING 352
Adrian Wilkinson, Tony Dobbins and Tom Redman 352
Introduction 352
The contextual reality of downsizing 353
Methods of downsizing 357
Alternatives to redundancy 358
The redundancy process 361
Conclusions 364
Case study 14.1 366
Bibliography 367
CHAPTER 15 374
ORGANISATIONAL CHANGE AND HUMAN RESOURCE MANAGEMENT 374
Aoife M. McDermott and Edel Conway 374
Introduction 374
The nature of organisational change 375
First cornerstone: change drivers (‘why’) 376
Second cornerstone: change processes (‘how’) 377
Third cornerstone: change agents (‘who’ make change happen) 381
Fourth cornerstone: change recipients (‘who’ is affected by change and how they can be supported?) 384
HR’s role in change management 388
Conclusions 390
Case study 15.1 390
Case study 15.2 395
Case study 15.3 397
Bibliography 401
CHAPTER 16 407
EMPLOYEE INVOLVEMENT AND PARTICIPATION 407
Tony Dundon and Adrian Wilkinson 407
Introduction 407
Defining participation 408
The context for employee participation 408
A framework for analysing employee participation 410
Employee participation in practice 411
The meanings and impact of participation 414
Employee participation and the EU 415
Conclusions 417
Case study 16.1 418
Case study 16.2 420
Case study 16.3 421
Bibliography 424
CHAPTER 17 429
EMPLOYEE ENGAGEMENT 429
Elaine Farndale and Maja Vidović 429
Introduction 429
Definition 430
Measuring work and organisation engagement in research 431
Types of engagement 432
Debates and disagreements 433
Measuring employee engagement in practice 433
Engagement and related constructs 434
Drivers of employee engagement 435
Outcomes of employee engagement 437
Employee engagement in context 439
Conclusion 440
Case study 17.1 441
Case study 17.2 442
Case study 17.3 443
Bibliography 444
CHAPTER 18 450
KNOWLEDGE MANAGEMENT AND HUMAN RESOURCE MANAGEMENT 450
Donald Hislop 450
Introduction 450
Social context: the growing importance of knowledge 451
Defining knowledge work 451
Why worker motivation is key to achieving participation in knowledge management initiatives 453
The organisational climate and workers’ attitudes to knowledge management initiatives 454
HRM practices to support knowledge management initiatives 456
Conclusion 461
Case study 18.1 462
Case study 18.2 466
Bibliography 468
CHAPTER 19 472
EMPLOYMENT ETHICS 472
Peter Ackers 472
Introduction 472
Ethical theories: enter the moral maze 474
An employment ethics agenda: six central issues 476
Shaping an ethical workplace 479
Ethical HRM policy 480
Case study 19.1 484
Case study 19.2 487
Bibliography 488
CHAPTER 20 491
EMOTION AT WORK 491
Philip Hancock and Melissa Tyler 491
Introduction 491
The emotional turn: key concepts and issues 492
Emotion in management theory and practice 493
Critical perspectives on emotion 497
Conclusions 503
Case study 20.1 504
Case study 20.2 506
Case study 20.3 507
Bibliography 508
CHAPTER 21 514
FLEXIBILITY 514
Clare Kelliher 514
Introduction 514
Background 515
Approaches to flexibility 516
Implementation and outcomes 522
Conclusion: matching employer and employee needs 525
Case study 21.1 526
Case study 21.2 528
Case study 21.3 530
Bibliography 531
CHAPTER 22 536
WORKPLACE BULLYING 536
Sara Branch, Sheryl Ramsay and Michelle Barker 536
Introduction 536
How is workplace bullying defined? 538
The importance of power and dependency in workplace bullying 539
Identifying workplace bullying behaviours 540
Prevalence of workplace bullying behaviours and risk groups 541
The effect of workplace bullying on targets 541
The effect of workplace bullying on witnesses 542
The effect of workplace bullying on the organisation 542
Antecedents of workplace bullying 543
Prevention and management of workplace bullying 546
Conclusion 549
Case study 22.1 550
Case study 22.2 551
Bibliography 552
CHAPTER 23 559
HRM AND TECHNOLOGY: FROM SOCIO-TECHNICAL SYSTEMS TO SOCIAL MEDIA 559
Diane van den Broek and Paul Thompson 559
Introduction 559
Technology and social relations at work: issues and debates 560
Alternative, control and surveillance-based arguments 560
The call centre as socio-technical system 562
Electronic HRM 563
Social media at work 564
Recruitment and selection 566
Technological reach/changing boundaries 567
Managing social media 569
Conclusion 570
Case study 23.1 570
Case study 23.2 572
Bibliography 574
CHAPTER 24 579
TALENT MANAGEMENT: CONTEMPORARY ISSUES 579
Agnieszka Skuza and Hugh Scullion 579
Introduction 579
Factors influencing the growth of talent management 580
The meaning of talent 582
Approaches to talent management 584
Application of TM: recent empirical research review 586
Conclusion 589
Case study 24.1 590
Bibliography 593
Index 599
A 599
B 599
C 600
D 600
E 601
F 601
G 602
H 602
I 603
J 603
K 603
L 604
M 604
N 604
O 604
P 605
Q 605
R 605
S 606
T 607
U 607
V 607
W 607
X 608
Y 608
Z 608