About the author |
|
xi | |
Preface |
|
xii | |
Companion website |
|
xv | |
Guided tour of the book |
|
xvi | |
Acknowledgements |
|
xix | |
Thanks from the publisher |
|
xx | |
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2 | (136) |
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4 | (23) |
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4 | (1) |
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Competing definitions of HRM |
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5 | (1) |
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6 | (3) |
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Hard and soft variants of HRM |
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9 | (1) |
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10 | (2) |
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HRM and a changing organisational context |
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12 | (2) |
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14 | (4) |
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Devolution of HRM responsibility to front line managers |
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18 | (1) |
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19 | (1) |
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The increasing use of ICT in HRM |
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20 | (2) |
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22 | (1) |
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23 | (1) |
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Case study: Challenging times at the Redfield and Clifton Building Society |
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23 | (2) |
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25 | (2) |
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27 | (27) |
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27 | (1) |
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What is the employment relationship? |
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28 | (2) |
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The explicit contract of employment |
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30 | (3) |
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Unitarist and pluralist perspectives on the employment relationship |
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33 | (1) |
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The psychological contract |
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33 | (4) |
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Employee engagement and the psychological contract |
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37 | (1) |
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The changing psychological contract? |
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37 | (1) |
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A brief history of people management |
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38 | (2) |
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40 | (2) |
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The human relations movement |
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42 | (1) |
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42 | (2) |
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44 | (1) |
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The components of individual work performance |
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45 | (1) |
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45 | (1) |
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46 | (1) |
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47 | (1) |
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A conceptual framework for understanding how HRM can contribute to improved individual performance |
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47 | (2) |
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49 | (1) |
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50 | (1) |
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Case study: Control and motivation in a call centre environment |
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50 | (2) |
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52 | (2) |
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3 HRM, Strategy and Performance |
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54 | (28) |
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54 | (1) |
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The strategy-making process |
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55 | (1) |
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Dimensions in HR strategy formation |
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56 | (2) |
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Perspectives on HR strategy |
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58 | (1) |
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59 | (3) |
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62 | (4) |
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The resource-based view (RBV) of the firm |
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66 | (4) |
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Organisational performance |
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70 | (2) |
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72 | (4) |
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76 | (1) |
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77 | (1) |
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Case study: Approaches to HRM in the hotel sector |
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77 | (3) |
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80 | (2) |
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4 The Labour Market Context of HRM |
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82 | (28) |
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82 | (1) |
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83 | (1) |
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The internal labour market |
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83 | (2) |
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The external labour market |
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85 | (2) |
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87 | (1) |
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87 | (3) |
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Changing demography of the labour market |
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90 | (2) |
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Economic change and the labour market |
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92 | (1) |
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93 | (1) |
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The restructuring of internal labour markets |
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94 | (1) |
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The flexibility of organisational structure |
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94 | (1) |
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The flexibility of labour |
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95 | (4) |
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The controversies of flexibility |
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99 | (2) |
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Labour market flexibility and government policy |
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101 | (2) |
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103 | (3) |
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106 | (1) |
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106 | (1) |
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Case study: Blitzen Engineering and an ageing workforce |
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107 | (1) |
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108 | (2) |
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5 The National and International Context of HRM |
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110 | (28) |
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110 | (1) |
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Globalisation and the changing international context of HRM |
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111 | (1) |
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The national context of HRM |
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112 | (1) |
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113 | (1) |
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113 | (3) |
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116 | (2) |
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118 | (1) |
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Political economic system |
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119 | (1) |
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120 | (1) |
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120 | (1) |
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121 | (1) |
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121 | (1) |
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122 | (1) |
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122 | (1) |
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122 | (2) |
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International institutions |
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124 | (1) |
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International Labour Organisation (ILO) |
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124 | (1) |
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125 | (1) |
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126 | (1) |
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Social integration in the EU |
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127 | (1) |
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127 | (1) |
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National business systems and MNC activity: Going global? |
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128 | (1) |
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The centralisation of management decision-making |
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129 | (3) |
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Are global approaches to HRM possible? |
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132 | (1) |
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Universalism or continued diversity of management practice? |
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133 | (1) |
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134 | (1) |
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134 | (1) |
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Case study: Tesco and international employee relations |
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135 | (1) |
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136 | (2) |
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138 | (140) |
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140 | (28) |
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140 | (1) |
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141 | (1) |
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142 | (4) |
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146 | (1) |
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Employee retention and turnover |
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146 | (1) |
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Explanations for employee exit |
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147 | (1) |
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Addressing labour turnover |
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148 | (1) |
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Succession planning and talent management |
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148 | (1) |
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Recruitment and selection |
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149 | (1) |
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The systematic approach to recruitment and selection |
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150 | (2) |
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152 | (1) |
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152 | (1) |
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153 | (3) |
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156 | (1) |
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157 | (3) |
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Key roles in recruitment and selection |
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160 | (1) |
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Recruitment agencies and outsourcing |
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160 | (1) |
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Evaluating the recruitment and selection process |
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160 | (2) |
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162 | (1) |
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Terminating the employment contract |
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163 | (1) |
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164 | (1) |
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165 | (1) |
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Case study: The call centre at Tengo Ltd |
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165 | (2) |
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167 | (1) |
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168 | (27) |
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168 | (1) |
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Defining the concept of `performance' |
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169 | (1) |
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What is performance management? |
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170 | (4) |
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The performance management cycle |
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174 | (1) |
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Setting performance objectives |
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175 | (1) |
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176 | (3) |
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179 | (1) |
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Issues with performance appraisals |
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180 | (2) |
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182 | (1) |
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182 | (1) |
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Learning and development and performance management |
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183 | (1) |
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Reward and performance management |
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183 | (1) |
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Dealing with poor performance |
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184 | (1) |
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Issues with performance management in practice |
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185 | (1) |
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The role of culture in `managing' performance |
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186 | (1) |
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HRM and the management of culture |
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187 | (1) |
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Employee socialisation and learning |
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187 | (2) |
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Employee communication and participation |
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189 | (1) |
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Culture, performance management and reward |
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189 | (1) |
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Issues in culture management |
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190 | (1) |
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191 | (1) |
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191 | (1) |
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Case study: Managing performance at Beach House |
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192 | (1) |
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193 | (2) |
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195 | (27) |
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195 | (1) |
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196 | (1) |
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Reward and the employment relationship |
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197 | (1) |
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197 | (1) |
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197 | (1) |
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Reward, social exchange and the psychological contract |
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197 | (1) |
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Reward and employee behaviour and attitudes |
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198 | (1) |
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The employment relations perspective |
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199 | (1) |
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199 | (1) |
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Vertical integration and reward |
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199 | (1) |
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Reward and horizontal fit |
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200 | (1) |
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200 | (1) |
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201 | (1) |
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201 | (1) |
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Political, economic and legal context |
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201 | (2) |
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203 | (2) |
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205 | (1) |
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206 | (1) |
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206 | (1) |
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207 | (1) |
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Variable or contingent pay |
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208 | (1) |
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209 | (1) |
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Skill-, knowledge- and competency-based pay |
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209 | (1) |
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Organisation-wide pay schemes |
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210 | (1) |
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Issues with incentive-based rewards |
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210 | (2) |
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Employee perks and benefits |
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212 | (1) |
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213 | (1) |
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214 | (3) |
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Issues in reward management |
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217 | (1) |
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218 | (1) |
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219 | (1) |
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Case study: Reward management at Shearwater Ltd |
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219 | (1) |
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220 | (2) |
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9 Human Resource Development |
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222 | (27) |
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222 | (1) |
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Defining human resource development |
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223 | (1) |
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224 | (2) |
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226 | (1) |
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Business strategy and Human Resource Development |
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227 | (1) |
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Organisational learning and emergent strategy |
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228 | (3) |
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231 | (1) |
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The systematic training model |
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231 | (2) |
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Assessment of L & D needs |
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233 | (1) |
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Designing learning and development interventions |
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233 | (1) |
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Delivering learning and development activities |
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234 | (5) |
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239 | (2) |
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Line management responsibility for HRD |
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241 | (1) |
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242 | (2) |
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Continuing professional development |
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244 | (1) |
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245 | (1) |
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245 | (1) |
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Case study: Developing a learning culture at Blitzen Engineering |
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246 | (1) |
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247 | (2) |
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249 | (29) |
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249 | (1) |
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Control, power and authority in the employment relationship |
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250 | (2) |
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HRM and employment relations |
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252 | (3) |
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Key trends in British employee relations |
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255 | (1) |
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255 | (2) |
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Decline in strike activity |
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257 | (1) |
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258 | (1) |
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258 | (2) |
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260 | (4) |
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Employee involvement and participation |
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264 | (1) |
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264 | (1) |
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265 | (1) |
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Employee voice in practice |
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266 | (1) |
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266 | (1) |
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267 | (1) |
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Representative participation |
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268 | (3) |
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271 | (3) |
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274 | (1) |
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274 | (1) |
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275 | (1) |
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Case study: Wal-Mart and union suppression |
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275 | (1) |
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276 | (2) |
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PART THREE Contemporary Issues In HRM |
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278 | (131) |
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11 HRM, Equality and Diversity |
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280 | (24) |
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280 | (1) |
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The incidence of inequality in the UK labour market |
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281 | (1) |
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281 | (1) |
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282 | (1) |
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282 | (1) |
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283 | (1) |
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Consequences of discrimination |
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284 | (1) |
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The political and legal context of inequality |
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284 | (4) |
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Issues with the UK's legislative approach |
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288 | (1) |
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HRM, equality and diversity |
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289 | (2) |
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The equal opportunities approach |
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291 | (2) |
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Criticism of EO/liberal approach |
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293 | (1) |
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293 | (1) |
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The business benefits of diversity management |
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294 | (1) |
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Managing diversity in practice |
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295 | (1) |
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Issues with diversity management |
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296 | (2) |
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298 | (1) |
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|
299 | (1) |
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300 | (1) |
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Case study: Workforce diversity at Roygbiv Solutions |
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300 | (1) |
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301 | (3) |
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12 Careers and Career Management |
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304 | (28) |
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304 | (1) |
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305 | (1) |
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306 | (1) |
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|
306 | (1) |
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The `death' of the career? |
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307 | (3) |
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New careers and the psychological contract |
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|
310 | (1) |
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Are traditional careers really dead? |
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311 | (1) |
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The individual and career development |
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312 | (1) |
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The importance of career self-management |
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312 | (2) |
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The implications of `new deals' in employment |
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314 | (3) |
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Organisations and career management |
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317 | (1) |
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Models of career management |
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318 | (1) |
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HRM and career management interventions |
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318 | (4) |
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Evaluating career management interventions |
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322 | (1) |
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Organisational change and career management |
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323 | (2) |
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Implications for recruitment and retention |
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325 | (1) |
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Career management and diversity |
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326 | (1) |
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327 | (1) |
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328 | (1) |
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Case study: Building a talent strategy at Matsson Finance |
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328 | (2) |
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330 | (2) |
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13 The Management of Workplace Conflict |
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332 | (28) |
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332 | (1) |
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An overview of conflict in the employment relationship |
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333 | (1) |
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Causes of workplace conflict |
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333 | (1) |
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Expressions of workplace conflict |
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334 | (1) |
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Contemporary patterns of workplace conflict and resolution |
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335 | (1) |
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Organisational rules and procedures |
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336 | (1) |
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The importance of rules and workplace procedures |
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337 | (1) |
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338 | (1) |
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Disciplinary and grievance procedures |
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339 | (2) |
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Good practice in handling workplace discipline |
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341 | (1) |
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The informal handling of discipline |
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342 | (1) |
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Misconduct, gross misconduct and potential outcomes |
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343 | (1) |
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Fair and unfair dismissal |
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344 | (1) |
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Under-performance: A disciplinary issue? |
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345 | (1) |
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Employee discipline and behaviour outside of work |
|
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346 | (1) |
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Handling employee grievance |
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347 | (1) |
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348 | (2) |
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Bullying and harassment at work |
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350 | (2) |
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Collective dispute procedures |
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352 | (1) |
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Parties involved in dealing with disputes, grievances and discipline |
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353 | (1) |
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353 | (1) |
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354 | (1) |
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355 | (1) |
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356 | (1) |
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356 | (1) |
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Activity: Employee discipline and grievance at Pavement Field Marketing |
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357 | (1) |
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358 | (2) |
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14 HRM, Work and Well-being |
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|
360 | (25) |
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|
360 | (1) |
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361 | (1) |
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|
362 | (1) |
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Health and safety at work |
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363 | (2) |
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Mental health and stress at work |
|
|
365 | (2) |
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367 | (1) |
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The business case for the effective management of employee well-being |
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|
367 | (2) |
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|
369 | (1) |
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Health and Safety at Work Act 1974 |
|
|
370 | (1) |
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Statutory duties under HASAWA 1974 |
|
|
371 | (1) |
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Regulations under HASAWA 1974 |
|
|
372 | (1) |
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Developing and enforcing the law |
|
|
373 | (2) |
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Managing health, safety and well-being at work |
|
|
375 | (1) |
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Employee assistance programmes |
|
|
376 | (1) |
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|
376 | (1) |
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Whose responsibility is employee well-being? |
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377 | (1) |
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Tackling work-related stress |
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|
378 | (1) |
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|
378 | (3) |
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|
381 | (1) |
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|
381 | (1) |
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Case study: Employee well-being and the impact of organisational change at France Telecom |
|
|
382 | (1) |
|
|
382 | (3) |
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15 Current Trends and Future Challenges in HRM |
|
|
385 | (24) |
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|
385 | (1) |
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The developing context of HRM |
|
|
386 | (1) |
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Managing change and complexity |
|
|
387 | (2) |
|
Knowledge management and HRM |
|
|
389 | (3) |
|
Managing knowledge workers |
|
|
392 | (3) |
|
Issues in knowledge management |
|
|
395 | (2) |
|
Outsourcing, shared services and third-party service provision |
|
|
397 | (3) |
|
|
400 | (1) |
|
|
401 | (1) |
|
|
401 | (2) |
|
Considerations in the adoption of e-HR |
|
|
403 | (2) |
|
|
405 | (1) |
|
|
405 | (1) |
|
Case study: Manitoba Haulage and the introduction of new technology |
|
|
406 | (1) |
|
|
407 | (2) |
Glossary |
|
409 | (11) |
Bibliography |
|
420 | (29) |
Index |
|
449 | |