Additional Information
Book Details
Abstract
This highly engaging, bestselling textbook, now in its eighth edition offers a comprehensive examination of contemporary human resource management issues and debates. Aimed at undergraduate, postgraduate and MBA students, this title provides an authoritative source for students of CIPD Advanced qualifications.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover\r | Cover | ||
| Title Page\r | iii | ||
| Copyright Page\r | iv | ||
| Breif Contents\r | v | ||
| Contents\r | vii | ||
| Guided tour | xii | ||
| Preface | xv | ||
| Plan of the book | xvi | ||
| How to use this book | xvii | ||
| Contributors | xix | ||
| Acknowledgements | xxii | ||
| PART 1 HUMAN RESOURCE MANAGEMENT AND ITS ORGANISATIONAL CONTEXT | 1 | ||
| Introduction to Part 1 | 2 | ||
| 1 An introduction to human resource management | 3 | ||
| Julie Beardwell | 3 | ||
| Objectives | 3 | ||
| Case study: Winning HRM practice: simply Business | 4 | ||
| Introduction | 4 | ||
| Definitions of HRM | 5 | ||
| The origins of HRM | 7 | ||
| Models of HRM | 8 | ||
| HRM and organisational performance | 12 | ||
| HRM in practice | 17 | ||
| The impact of HRM on the roles of HR professionals | 20 | ||
| HR competence | 23 | ||
| Concluding comments | 24 | ||
| Summary | 25 | ||
| Case study: The future of work: the journey to 2022 | 26 | ||
| References and further reading | 27 | ||
| 2 Strategic human resource management | 30 | ||
| Heather Connolly and Julie Beardwell | 30 | ||
| Objectives | 30 | ||
| Case study: Taking the ‘low road’ in big business | 31 | ||
| Introduction | 32 | ||
| Understanding the business context | 33 | ||
| Approaches to the strategy-making process | 34 | ||
| The rise of SHRM | 38 | ||
| Exploring the relationship between strategic management and SHRM: The best-fit school of SHRM | 39 | ||
| Limitations of the best-fit models of SHRM | 45 | ||
| The resource-based view of SHRM | 47 | ||
| Best-practice SHRM: high-commitment models | 52 | ||
| HRM and performance | 54 | ||
| SHRM and performance: The critique | 57 | ||
| Measuring the impact of SHRM on performance | 58 | ||
| Concluding comments | 60 | ||
| Summary | 60 | ||
| Case study: High road versus low road in the civil aviation industry | 62 | ||
| References and further reading | 63 | ||
| 3 Contextualising HRM | 67 | ||
| Audrey Collin with Julie Beardwell | 67 | ||
| Objectives | 67 | ||
| Case study: Muddled language hides the effect of the gig economy | 68 | ||
| Introduction | 69 | ||
| The immediate context of HRM | 72 | ||
| The wider context of HRM | 76 | ||
| Wider contextual influences on HRM today | 79 | ||
| Ideas and theories in the wider context of HRM | 80 | ||
| Underlying assumptions | 81 | ||
| Alternative ways of thinking | 82 | ||
| Ethical issues in HRM | 92 | ||
| Concluding comments | 93 | ||
| Summary | 94 | ||
| Case study: BHS report lays bare failure and culpability: Parliamentary inquiry lambasts collapsed store chain’s ex-owner, buyer and its ‘directors, advisers and hangers-on’ | 95 | ||
| References and further reading | 96 | ||
| PART 2 RESOURCING THE ORGANISATION | 99 | ||
| Introduction to Part 2 | 100 | ||
| 4 HRM and the labour market | 101 | ||
| Amanda Thompson | 101 | ||
| Objectives | 101 | ||
| Case study: More than 100,000 legal roles to become automated | 102 | ||
| Introduction | 102 | ||
| The nature of labour markets | 103 | ||
| The supply of labour | 105 | ||
| Population | 106 | ||
| Workforce | 112 | ||
| Patterns of labour market participation | 115 | ||
| Labour demand | 120 | ||
| Changing patterns of demand | 128 | ||
| Changes in the occupational structure of employment | 130 | ||
| Changing forms of employment | 132 | ||
| Labour market outcomes: The quality of employment | 133 | ||
| Concluding comments | 140 | ||
| Summary | 141 | ||
| Case study: Companies struggle to fill quarter of skilled jobs vacancies | 142 | ||
| References and further reading | 143 | ||
| 5 Talent management | 145 | ||
| Julie Beardwell | 145 | ||
| Objectives | 145 | ||
| Case study: Talent management in the Red Arrows | 146 | ||
| Introduction | 146 | ||
| Defining talent management | 147 | ||
| Strategic talent management | 148 | ||
| Attracting talent | 149 | ||
| Defining the talent required | 152 | ||
| Recruitment methods | 153 | ||
| Selecting talent | 156 | ||
| Retaining talent | 164 | ||
| Developing talent | 167 | ||
| Concluding comments | 174 | ||
| Summary | 175 | ||
| Case study: Staff retention and staying power: Nissan builds on loyalty at Sunderland plant | 176 | ||
| References and further reading | 177 | ||
| 6 Managing equality and diversity | 179 | ||
| Mike Noon | 179 | ||
| Objectives | 179 | ||
| Case study: Women in the boardroom | 180 | ||
| Introduction | 180 | ||
| Discrimination and legal protection in the workplace | 181 | ||
| Why is inequality a problem and why should managers be concerned with it? | 186 | ||
| What are the embedded and deep-rooted causes of the problems of equality and diversity within an organisation? | 191 | ||
| Two problems with institutional discrimination | 193 | ||
| Using equality and diversity policies to deal with the problems | 194 | ||
| Devising equality and diversity policies | 200 | ||
| Sameness and difference | 204 | ||
| Long and short agendas | 205 | ||
| The process of discrimination in an organisation | 205 | ||
| Concluding comments | 208 | ||
| Summary | 208 | ||
| Case study: Employees of conscience? | 210 | ||
| References and further reading | 211 | ||
| PART 3 DEVELOPING THE HUMAN RESOURCE | 213 | ||
| Introduction to Part 3 | 214 | ||
| 7 Learning and development | 215 | ||
| Mairi Watson and Jim Stewart | 215 | ||
| Objectives | 215 | ||
| Case study: From business strategy to training plan | 216 | ||
| Introduction | 216 | ||
| The strategic importance of learning and development for organisations | 217 | ||
| Individual learning and development | 218 | ||
| Theories of learning | 224 | ||
| Theories of the process of development | 229 | ||
| Learning and development: The organisational context | 231 | ||
| Learning and development: The national perspective | 249 | ||
| Concluding comments | 254 | ||
| Summary | 254 | ||
| Case study: Learning IT systems | 255 | ||
| References and further reading | 256 | ||
| 8 Leadership and management development | 259 | ||
| Mairi Watson and Deborah Price | 260 | ||
| Objectives | 260 | ||
| Case study: Saatchi chief’s comments on ‘unambitious’ women come under fire from ad execs | 261 | ||
| Introduction | 262 | ||
| Defining leadership and management development (LMD) | 262 | ||
| The purposes of LMD | 265 | ||
| Developing an LMD strategy | 267 | ||
| International leadership and management development | 284 | ||
| The design of international leadership and management development programmes | 287 | ||
| LMD in different contexts | 289 | ||
| The future for LMD: The need for new thinking and new practices? | 292 | ||
| Concluding comments | 292 | ||
| Summary | 293 | ||
| Case study: In the NHS we Trust? | 294 | ||
| References and further reading | 295 | ||
| 9 Organisational development | 299 | ||
| Mairi Watson | 299 | ||
| Objectives | 299 | ||
| Case study: World asks just how the Brits do it | 300 | ||
| Introduction | 301 | ||
| Definitions and development of OD | 303 | ||
| A brief history of OD | 304 | ||
| OD today: The last 10 years | 310 | ||
| The theories of OD | 312 | ||
| The techniques and practices of OD | 315 | ||
| OD: Strategy, structure and culture | 328 | ||
| Concluding comments | 335 | ||
| Summary | 335 | ||
| Case study: A whole system event for real-time strategic change; use of African-influenced facilitation through lekgotla | 336 | ||
| References and further reading | 336 | ||
| PART 4 THE EMPLOYMENT RELATIONSHIP | 341 | ||
| Introduction to Part 4 | 342 | ||
| 10 The employment relationship and employee rights at work | 343 | ||
| Alan J. Ryan | 343 | ||
| Objectives | 343 | ||
| Case study | 344 | ||
| Introduction | 344 | ||
| Distinguishing contractual and statutory employment rights | 346 | ||
| The importance of the contract of employment | 348 | ||
| Formation and the contract of employment | 349 | ||
| Continuation: Discrimination in employment | 366 | ||
| Termination of the employment contract | 367 | ||
| Enforcement of contractual and statutory employment rights | 373 | ||
| Contractual rights and wrongs? | 378 | ||
| Current issues | 379 | ||
| Conclusion | 382 | ||
| Summary | 383 | ||
| Case study: Age discrimination more widespread than sexism in the City | 385 | ||
| References and further reading | 386 | ||
| 11 Employee engagement | 389 | ||
| Julia Pointon | 389 | ||
| Objectives | 389 | ||
| Case study: Alcoa Power and Propulsion | 390 | ||
| Introduction | 391 | ||
| Definitions from the practitioner literature | 391 | ||
| Definitions from the academic literature | 392 | ||
| Characteristics of engaged employees | 393 | ||
| Employee disengagement | 395 | ||
| Employee engagement and related concepts | 396 | ||
| Employee engagement as an exchange process | 399 | ||
| Employee engagement and psychological well-being | 401 | ||
| Organisational drivers of engagement | 402 | ||
| Organisational benefits of employee engagement | 403 | ||
| Employee engagement and the older worker | 407 | ||
| Measuring employee engagement | 408 | ||
| Organisational strategies for enhancing employee engagement | 411 | ||
| Governmental strategies for enhancing employee engagement | 413 | ||
| Patterns of engagement across the world | 414 | ||
| Summary | 417 | ||
| Case study: Engaging employees at Tasty Catering | 418 | ||
| References and further reading | 422 | ||
| 12 Performance management | 425 | ||
| Deborah Price | 425 | ||
| Objectives | 425 | ||
| Case study: Mouldaplas | 426 | ||
| Introduction | 427 | ||
| The history of performance management | 427 | ||
| The performance imperative: Why manage performance? | 428 | ||
| What is performance management? | 430 | ||
| Performance management in practice | 432 | ||
| Approaches to performance appraisal | 435 | ||
| Types of performance appraisal | 436 | ||
| Limitations of performance measurement | 439 | ||
| Performance management or surveillance? | 441 | ||
| Collaborative performance management | 442 | ||
| Green HRM and performance management | 448 | ||
| Concluding comments | 451 | ||
| Summary | 452 | ||
| Case study: Performance improvement at TRW | 453 | ||
| References and further reading | 454 | ||
| 13 Employee reward | 458 | ||
| Amanda Thompson and Alan J. Ryan | 458 | ||
| Objectives | 458 | ||
| Case study: City leaders urge radical reforms of ‘unfair’ executive pay | 459 | ||
| Introduction | 459 | ||
| The historical and theoretical foundations of employee reward | 460 | ||
| The development of reward systems | 461 | ||
| The design of reward systems and persistent debates | 463 | ||
| Employee reward in the contemporary era | 467 | ||
| Components of reward | 468 | ||
| Reward management and the emergence of strategic approaches to reward | 474 | ||
| Strategic reward in practice | 476 | ||
| Factors influencing organisational approaches to reward practice and pay determination | 479 | ||
| Gender pay reporting | 482 | ||
| The Equality Act 2010 (EqA), ss. 64–80 | 483 | ||
| National Minimum Wage Regulations 1999 | 484 | ||
| Working Time Regulations 1998 | 486 | ||
| Internal/organisational factors and the influence of sector | 487 | ||
| Pay determination – internal or external focus? | 490 | ||
| Devising pay structures | 491 | ||
| Pay progression | 497 | ||
| Concluding comments | 502 | ||
| Summary | 502 | ||
| Case study: Zizzi cuts staff perks as minimum wage increases | 504 | ||
| References and further reading | 505 | ||
| 14 Employee voice | 508 | ||
| Peter Butler | 508 | ||
| Objectives | 508 | ||
| Case study: Junior doctors reject call to maintain paediatrics during strike | 509 | ||
| Introduction | 509 | ||
| Definitions | 510 | ||
| Employee involvement | 511 | ||
| Participation | 512 | ||
| The practice of voice in the workplace | 514 | ||
| Downward communication | 515 | ||
| Upward problem-solving and team-working | 516 | ||
| From team-working to high-performance management | 517 | ||
| The impact of HPM on organisational performance | 518 | ||
| Representative participation | 518 | ||
| Trade union representation | 519 | ||
| Voice and the demise of collective bargaining | 519 | ||
| Trade union decline: Rationale | 521 | ||
| Opportunities for renaissance? Trade union voice under New Labour (1997–2010): ‘Fairness, not favours’ | 521 | ||
| Statutory trade union recognition: A critique | 523 | ||
| Trade union voice under the Coalition (2010–15) and Conservative (2015–) governments | 523 | ||
| Trade union voice and membership loss: Strategies for renewal | 524 | ||
| Boosting trade union voice: Servicing and organising | 524 | ||
| Enter partnership | 525 | ||
| Non-union systems of employee voice: A unitary approach to collective representation? | 527 | ||
| Works councils and consultation in the European Union | 531 | ||
| The European Works Council Directive | 531 | ||
| The Information and Consultation Directive | 533 | ||
| Concluding comments | 535 | ||
| Summary | 536 | ||
| Case study: ‘Voice’ issues in a retail fashion organisation | 537 | ||
| References and further reading | 538 | ||
| PART 5 COMPARATIVE HUMAN RESOURCE MANAGEMENT | 543 | ||
| Introduction to Part 5 | 544 | ||
| 15 Comparative HRM in the context of financialisation, financial crisis and Brexit | 545 | ||
| Ian Clark | 545 | ||
| Objectives | 545 | ||
| Case study: The varied reaction of multinational car producers to Brexit? | 546 | ||
| Introduction | 546 | ||
| Comparative and international HRM: The field of scholarship | 547 | ||
| Contemporary contexts for comparative HRM: Financialisation, financial crisis, ‘rule making’ and ‘Brexit’ | 553 | ||
| National patterns of employment and HRM: The USA, Japan and Germany | 558 | ||
| Summary | 583 | ||
| Case study: Toyota committed to Japan | 584 | ||
| Case study: Mercedes-Benz in Alabama | 584 | ||
| References and further reading | 585 | ||
| 16 Employment relations in emerging economies: China and India | 588 | ||
| Anita Hammer | 588 | ||
| Objectives | 588 | ||
| Case study: New skills policy, patterns of skill formation and firms’ strategies in India | 589 | ||
| Introduction | 590 | ||
| Comparative capitalism in Asia | 591 | ||
| China: State-led capitalist model | 593 | ||
| India: State-guided capitalist model | 605 | ||
| China and India: A comparative assessment | 616 | ||
| Summary | 620 | ||
| Case study: Organising informal workers in India: Failures and opportunities | 621 | ||
| References and further reading | 622 | ||
| Glossary of terms and abbreviations | 625 | ||
| Index | 635 |