Introduction to Human Resource Management 2nd Revised edition [Pehme köide]

  • Formaat: Paperback / softback, 480 pages, kõrgus x laius: 265x195 mm, kaal: 1140 g
  • Ilmumisaeg: 26-Mar-2013
  • Kirjastus: Sage Publications Ltd
  • ISBN-10: 1446255840
  • ISBN-13: 9781446255841
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  • Formaat: Paperback / softback, 480 pages, kõrgus x laius: 265x195 mm, kaal: 1140 g
  • Ilmumisaeg: 26-Mar-2013
  • Kirjastus: Sage Publications Ltd
  • ISBN-10: 1446255840
  • ISBN-13: 9781446255841
Teised raamatud teemal:
This title moves beyond a prescriptive approach to provide a holistic overview of the role of HRM in its contemporary context. Acknowledging and reflecting upon trends in HRM, the author offers critical discussion of the issues surrounding HRM both theoretically and practically, as well as at both national and international level.

Provides an alternative to larger, more detailed HRM textbooks which often go beyond the needs of undergraduate students on HRM courses to offer a concise, critical introduction to the business function and academic discipline of HRM.

Electronic Inspection Copy available for instructors here

'A first class text. It is scholarly and yet very accessible.' - Louise Preget, Senior Lecturer, Bournemouth University Business School

The second edition of Nick Wilton's An Introduction to Human Resource Management continues to provide an engaging and holistic overview of the role of Human Resource Management in its contemporary context. It reflects on current trends, the labour market and the global economy while offering a critical yet accessible treatment of both theoretical and practical issues relating to Human Resource Management.

  • New Full Colour Layout makes the text easy to read and navigate
  • HR in Practice boxes illustrate how theory can be applied in practice
  • Ethical Insights present ethical considerations for budding practitioners
  • Global Insights highlight practices around the world
  • Research Insights invite you to explore academic research
  • Case Studies relate theory to real organisations such as Tesco, Intel and Lloyds TSB
  • Self-test questions are ideal for revision
  • Further Online Reading provides free access to scholarly journal articles
  • Glossary and Definitions explain key terms
  • Podcasts summarise key topics and highlight employability skills

Visit: www.sagepub.co.uk/wilton2 to access additional learning resources including extended case studies, chapter summaries, podcasts and journal articles.

This book is essential reading for undergraduate, postgraduate and MBA students, including those studying for their CIPD qualifications.



Provides an alternative to larger, more detailed HRM textbooks which often go beyond the needs of undergraduate students on HRM courses to offer a concise, critical introduction to the business function and academic discipline of HRM.

Arvustused

A first class text. It is scholarly and yet very accessible Louise Preget, Senior Lecturer Bournemouth University Business School





This is an excellent textbook that combines research and practice in a very readable and interesting way! It does a great job of covering all the major topics in HRM and each chapter is filled with outstanding learning features - Randall S. Schuler Distinguished Professor, HRM, Rutgers University









Well written and crafted in a format that meets the needs of International students for whom English is not a first language. Inclusion of end of chapter case studies and self test questions, can be utilized for group work and the overall layout is most helpful to busy Lecturers crafting their sessions. I will certainly be recommending this as a key resource for next academic years students - Mrs Jillian Ashley-Jones Fac of Business,Environment & Society, Coventry University









This comprehensive text covers a range of HRM topics in a clear and well-organized way. Contemporary and critical issues are considered and future/emerging ideas are also addressed. The text is highly interactive and encourages students to apply ideas and develop their understanding of concepts through a number of case studies and other activities. Each chapter is supplemented by a number of helpful additional readings and website materials and is suitable for students at senior undergraduate and postgraduate levels - Mr Martin Dowling School of Management, St Andrews University









This book is an excellent resource for students of human resource management. it provides a comprehensive and critical perspective on the theoretical and practical aspects of HRM - Professor Peter Wimmer Business and Management, University of Applied Sciences Augsburg









A very good source for basic concepts. Especially suitable for students who are just being introduced to HRM - Dr Alhajie Khan Human Resource Management & Industrial R, Keele University









With clear outlines and key learning goals this book provided a whole picture on what to expect after reading a book. Discussions at each chapter helped students to explore and analyze issues. National and International context as well as HRM in practice in other organizations really helped understanding of the subject in many contexts - Professor Hyun Jeong Kim College of Business Administration, Inha University Wiltons an Introduction to Human Resource Management offers an in-depth analysis of all elements of HRM . Beginning with a full exploration what HRM is and how it has developed students are given a good foundation with which to move on to part two which explores the practicalities of managing the employee relationship, sections on managing performance and managing reward offer good theoretical underpinning and are offered with a positive approach to both of these important aspects of the HRM role. The final section which looks at contemporary issues facing HRM and is extremely pertinent as it explores the challenges which face Human Resources in these stringent economic times -- Patrick Hutchinson

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