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Human Resource Management at Work: The Definitive Guide 7th Revised edition [Kõva köide]

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  • Formaat: Hardback, 568 pages, kõrgus x laius x paksus: 264x210x47 mm, kaal: 1680 g
  • Ilmumisaeg: 03-Nov-2020
  • Kirjastus: Kogan Page Ltd
  • ISBN-10: 1789664888
  • ISBN-13: 9781789664881
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Human Resource Management at Work: The Definitive Guide 7th Revised editionSuurem pilt
  • Formaat: Hardback, 568 pages, kõrgus x laius x paksus: 264x210x47 mm, kaal: 1680 g
  • Ilmumisaeg: 03-Nov-2020
  • Kirjastus: Kogan Page Ltd
  • ISBN-10: 1789664888
  • ISBN-13: 9781789664881
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9781789664881.html
Märksõnad:
A leading textbook in its field, Human Resource Management at Work is a comprehensive guide to the theory and practice of HRM. Aligned to the CIPD Level 7 qualification yet also relevant on non-CIPD accredited HR masters courses, this book covers everything students need to excel in their academic studies and will ensure that they can hit the ground running in a practitioner role after university.

Divided into four key parts, the first part of the book covers HRM strategy and the global context, the forces shaping HRM at work and international and comparative HRM. Part Two discusses the role of HR professionals and line managers in the workplace, and how the responsibilities for delivering effective HR vary in a changing world of work, Part Three has expert coverage of the key areas of HR including resourcing and talent management, learning and development (L&D), reward and employment relations. The final part examines the impact that HRM can have on business performance and also outlines the key knowledge and skills required to carry out a business research project. Fully updated through, this seventh edition now has new coverage of diversity and inclusion (D&I), workplace analytics, ethics, wellbeing and precarious work as well as additional coverage of the alignment of HRM with organisational strategy and the integration of different components of HRM.

Human Resource Management at Work includes new global case studies, reflective practice activities to encourage critical thinking, exercises to help the consolidation of learning and 'explore further' boxes to encourage wider reading. Online supporting resources include an instructor's manual and lecture slides.

Arvustused

"It's easy to see why Human Resource Management at Work is a such a popular resource. This edition elevates the text to a new level with material on topics such as workforce analytics and the impact of global shocks on HRM." * Amanda Thompson, Head of Personalisation and Experiential Learning, Nottingham Trent University * "The new edition does not disappoint. The written style supports learning at graduate and post graduate level and underpins the key areas of people practice. CIPD students will find this text invaluable in developing knowledge and professional practice." * Nicky Small, CIPD Lecturer, Solihull College and University Centre * "An inspiring read which places HRM in a contemporary context as valued by the CIPD. It is so encouraging to see people management not only viewed as a strategic function but linked to line management processes across boundaries as well. This is a valuable resource for teaching and a must read for any HR Scholar." * Juani Swart, Professor of Management, University of Bath * "With a solid basis in research, this excellent book stands out for its practical insights and integrated perspective - exactly the sort of nuanced understanding that aspiring HR professionals should acquire." * Jonny Gifford, Senior Advisor for Organisational Behaviour, CIPD *

List of figures and tables ix
Author biographies xi
Acknowledgements xiii
Acronyms and websites xv
Introduction to this edition xix
How to use this book xxiii
Mapping CIPD Qualifications and the Profession Map xxvii
Walkthrough of features xxix
Part One HRM, strategy and the global context 1(152)
1 HRM, strategy, and diversity and inclusion
3(39)
1.1 Introduction
4(1)
1.2 The meanings of human resource management
4(7)
1.3 Workforce analytics
11(3)
1.4 Business and corporate strategies
14(6)
1.5 Corporate social responsibility (CSR) and ethics
20(6)
1.6 Diversity and inclusion (D&I): Equality as a work-in-progress
26(9)
1.7 D&I practice in organisations
35(4)
1.8 Conclusions
39(2)
Explore further
41(1)
2 Forces shaping HRM at work
42(38)
2.1 Introduction
43(1)
2.2 Globalisation and global comparisons
44(4)
2.3 Labour markets, patterns of employment and labour disputes
48(7)
2.4 Organisational flexibility, precarious work and regulation
55(7)
2.5 The legal framework for HRM and employment relations
62(9)
2.6 The institutional framework for HRM
71(6)
2.7 The impact of major global shocks on HRM
77(2)
2.8 Conclusions
79(1)
Explore further
79(1)
3 HRM, alignment and integration
80(42)
3.1 Introduction
81(1)
3.2 Contingency theory and best-fit
81(2)
3.3 'Best-fit' HRM, product markets and competitive strategies
83(12)
3.4 Resource-based views of HRM and 'HR architectures'
95(15)
3.5 Integrating HRM for maximum impact
110(3)
3.6 Reviewing different theories of HRM and their applicability
113(7)
3.7 Conclusions
120(1)
Explore further
121(1)
4 International and comparative HRM
122(31)
4.1 Introduction
123(1)
4.2 International and comparative HRM
124(12)
4.3 Arguments for convergence and divergence
136(5)
4.4 HRM in multinational organisations
141(10)
4.5 Conclusions
151(1)
Explore further
151(2)
Part Two Responsibilities for delivering HRM 153(70)
5 The changing roles of HR professionals
155(38)
5.1 Introduction
156(1)
5.2 The development of HR as a specialist function
156(6)
5.3 Analysing the role of the HR function
162(6)
5.4 HRM in agile organisations
168(4)
5.5 Alternative forms of HR delivery: Outsourcing and consultants, shared service centres and digital HRM
172(10)
5.6 Evaluating the contribution of HR professionals
182(6)
5.7 The ethical contribution of HR professionals
188(4)
5.8 Conclusions
192(1)
Explore further
192(1)
6 Line managers, leadership and HRM
193(30)
6.1 Introduction
194(1)
6.2 Enhancing line management responsibility for HRM
194(4)
6.3 Problems with devolving HRM to line managers
198(7)
6.4 Developing line managers to provide effective HRM
205(5)
6.5 Leadership
210(10)
6.6 Conclusions
220(1)
Explore further
221(2)
Part Three HRM practices and processes 223(190)
7 Resourcing and talent management
225(37)
7.1 Introduction
226(1)
7.2 Workforce planning, turnover and retention
226(9)
7.3 Talent management
235(3)
7.4 Defining jobs and creating person specifications
238(4)
7.5 Recruitment methods
242(6)
7.6 Choosing the most appropriate selection methods
248(8)
7.7 Differing paradigms of selection
256(4)
7.8 Conclusions
260(1)
Explore further
260(2)
8 Performance management and development
262(31)
8.1 Introduction
263(1)
8.2 Performance management and development systems
263(3)
8.3 Induction, onboarding and employee socialisation
266(5)
8.4 Performance review
271(9)
8.5 Performance management and development systems around the globe
280(3)
8.6 Reinforcing performance standards and supporting well-being
283(8)
8.7 Conclusions
291(1)
Explore further
292(1)
9 Learning and knowledge development
293(32)
9.1 Introduction
294(1)
9.2 Definitions, terminologies and debates
295(2)
9.3 The process of learning
297(3)
9.4 The training cycle
300(10)
9.5 A review of some contemporary L&D interventions
310(9)
9.6 Managing knowledge
319(4)
9.7 Conclusions
323(1)
Explore further
324(1)
10 Managing employment relations
325(32)
10.1 Introduction
326(1)
10.2 Employment relations in its historical and comparative context
327(3)
10.3 Management's role in employment relations
330(9)
10.4 The extent and nature of union recognition
339(6)
10.5 Collective bargaining
345(3)
10.6 Grievance, disciplinary and disputes procedures
348(7)
10.7 Conclusions
355(1)
Explore further
355(2)
11 Employee participation, engagement and voice
357(25)
11.1 Introduction
358(1)
11.2 The meaning of employee involvement and participation (EIP)
359(5)
11.3 From direct EIP to employee engagement
364(5)
11.4 Representative participation
369(6)
11.5 The links between informal and formal EIP
375(2)
11.6 Embedding EIP at work
377(3)
11.7 Conclusions
380(1)
Explore further
381(1)
12 Reward management
382(31)
12.1 Introduction
382(2)
12.2 Reward management in its organisational, social and economic context
384(6)
12.3 Types of payment schemes
390(9)
12.4 Job evaluation
399(4)
12.5 Equal value considerations
403(3)
12.6 Non-pay benefits as part of the package
406(4)
12.7 Conclusions
410(1)
Explore further
411(2)
Part Four HRM and performance from a business perspective 413(60)
13 HRM and performance
415(31)
13.1 Introduction
416(1)
13.2 Examining links between models of HRM and performance
417(7)
13.3 Raising questions about the HRM-performance link
424(8)
13.4 The role of HRM processes in translating policy into practice
432(12)
13.5 Conclusions
444(1)
Explore further
445(1)
14 Research skills and project management
446(27)
14.1 Introduction
447(2)
14.2 Identifying the broad topic area
449(3)
14.3 Determining the approach and formulating the plan
452(5)
14.4 Collecting information and analysing data
457(3)
14.5 Research methods
460(7)
14.6 Workforce analytics and big data
467(2)
14.7 Presenting the findings: The structure of the report
469(3)
14.8 Conclusions
472(1)
Explore further
472(1)
Bibliography 473(52)
Index 525
Mick Marchington was emeritus professor of Human Resource Management at University of Manchester, UK and a Chartered Companion of the CIPD.

Adrian Wilkinson is a professor and the director of the Centre for Work, Organisation and Wellbeing at Griffith University, Australia and a Chartered Fellow of the CIPD.

Rory Donnelly is Professor of HRM at the University of Liverpool, UK and a Chartered Member of the CIPD.

Anastasia Kynighou is a senior lecturer in Human Resource Management at Manchester Metropolitan University, UK and a Chartered Member of the CIPD.