Additional Information
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 |