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Leading, Managing and Developing People 4th edition [Pehme köide]

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  • Formaat: Paperback / softback, 354 pages, kõrgus x laius x paksus: 98x75x8 mm, kaal: 2 g, illustrations (black and white)
  • Ilmumisaeg: 30-Sep-2013
  • Kirjastus: Chartered Institute of Personnel & Development
  • ISBN-10: 1843983184
  • ISBN-13: 9781843983187
Teised raamatud teemal:
Leading, Managing and Developing People 4th editionSuurem pilt
  • Formaat: Paperback / softback, 354 pages, kõrgus x laius x paksus: 98x75x8 mm, kaal: 2 g, illustrations (black and white)
  • Ilmumisaeg: 30-Sep-2013
  • Kirjastus: Chartered Institute of Personnel & Development
  • ISBN-10: 1843983184
  • ISBN-13: 9781843983187
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9781843983187.html
Written for the CIPD Advanced module Leading, Managing and Developing People, this text provides strong academic underpinning with application to practice.
List of figures and tables
ix
Acknowledgements xi
List of contributors
xii
CIPD qualifications map xiii
Walkthrough of textbook features and online resources xv
PART 1 LEADING, MANAGING AND DEVELOPING PEOPLE: AN OVERVIEW
1(14)
Chapter 1 Introduction
3(12)
Ray French
Gary Rees
Overview
3(2)
Introduction
5(7)
The structure of the book
12(2)
Conclusion
14(1)
PART 2 THE AIMS, OBJECTIVES AND CONTRIBUTION OF HRM
15(64)
Chapter 2 The Scope and Nature of Human Resource Management and Human Resource Development
17(22)
Gary Rees
Overview
17(1)
Introduction
18(1)
Definitions of personnel management, human resource management and human resource development
19(1)
HRM goals
20(1)
Strategy and HR
21(1)
Models of HRM and strategic HRM
21(3)
The Bath model of HRM and innovation
24(1)
HRD and strategic HRD
24(2)
The shape of HR
26(5)
HR in reality: research findings in the UK
31(2)
HR showing added value
33(3)
Conclusion
36(3)
Chapter 3 HRM Contributions in Different Settings
39(22)
Charlotte Rayner
Liza Howe-Walsh
Overview
39(1)
Introduction
40(1)
HR in different contexts
40(5)
HR roles as the organisation grows: SMEs
45(4)
Expanding our borders: the growth of internationalisation
49(1)
Strategic international HRM
49(6)
Global/international HR and the SME
55(1)
Conclusion
56(5)
Chapter 4 Professionalism and Ethics in Managing People
61(18)
Charlotte Rayner
Richard Christy
Overview
61(1)
Introduction
62(1)
Approaches to ethics
62(3)
Ethics in the workplace
65(1)
The purpose of an employing organisation
66(2)
Equal opportunities and ethics
68(3)
Ethics in business -- the role of HR
71(5)
Conclusion
76(3)
PART 3 LEADING, MANAGING AND DEVELOPING PEOPLE: MAJOR CONTEMPORARY THEMES
79(72)
Chapter 5 Leadership
81(20)
Gill Christy
Overview
81(1)
Introduction
81(1)
Management or leadership?
82(3)
Leadership: theoretical frameworks
85(9)
Leadership: the research agenda
94(2)
Conclusion
96(5)
Chapter 6 Managing Change
101(26)
Gary Rees
David Hall
Overview
101(1)
Introduction
102(1)
Types of change
103(3)
Analysing the change context
106(14)
Leading change
120(2)
HR value added and change
122(3)
Conclusion
125(2)
Chapter 7 Flexibility and the Psychological Contract
127(24)
Simon Turner
Overview
127(1)
Introduction
128(1)
Flexibility
129(8)
The psychological contract
137(1)
Implications for the management of people
138(9)
Conclusion
147(4)
PART 4 MANAGING PEOPLE: EFFECTIVE PRACTICE
151(122)
Chapter 8 Organisational and Job Design
153(22)
Ray French
Overview
153(2)
Introduction
155(3)
Models of structure
158(5)
Approaches to job design
163(6)
Smart working
169(1)
Conclusion
170(5)
Chapter 9 Recruitment and Selection
175(22)
Sally Rumbles
Ray French
Overview
175(1)
Introduction
176(3)
Effective recruitment and selection
179(6)
Contemporary themes in recruitment and selection
185(3)
Fairness in recruitment and selection
188(3)
The extent of professional practice
191(1)
Recruitment and selection: a contingency approach
192(1)
Conclusion
193(4)
Chapter 10 Developing Employees
197(28)
Alex Tymon
Margaret Mackay
Overview
197(1)
Introduction
198(1)
Definitions of key terms
198(4)
Key principles of HRD
202(2)
From training to learning
204(3)
Choice of learning and development techniques
207(1)
Career and professional development
208(1)
Contemporary career models
209(2)
What is the business rationale for career management?
211(3)
Career development structures
214(1)
The ownership of career development
215(1)
The concept of continuing professional development
216(7)
Conclusion
223(2)
Chapter 11 Managing the Employment Relationship
225(22)
Derek Adam-Smith
Sally Rumbles
Overview
225(1)
Introduction
226(1)
The contract of employment
226(5)
Trade unions and collective bargaining
231(1)
Conflict and the employment relationship
232(1)
Management style and employment relations
233(4)
Employee engagement
237(1)
Diversity at work
238(4)
Managing diversity -- how to move equality forward
242(2)
Conclusion
244(3)
Chapter 12 Performance Management, Motivation and Reward
247(26)
Alex Tymon
Gary Rees
Overview
247(1)
Introduction
248(2)
Perspectives on performance management
250(1)
Performance management as a process
251(11)
Motivated to perform?
262(3)
The links between reward and performance
265(3)
Arguments against the use of performance management
268(1)
The role of HR and best practice within PM
269(1)
Conclusion
269(4)
PART 5 CONCLUSION
273(16)
Chapter 13 Summary Themes and Future Trends
275(14)
Gary Rees
Ray French
Overview
275(1)
Introduction
276(1)
HR contemporary challenges
277(6)
Key themes
283(3)
Enduring theories and models for leading, managing and developing people
286(2)
The future of HR?
288(1)
Conclusion 289(2)
References 291(38)
Index 329
Gary Rees is Principal Lecturer in HRM and Director of Postgraduate HRM Programmes at Portsmouth Business School.





Principal Lecturer in Organisational Behaviour at Portsmouth Business School, teaches UG &PG

Author and co-author of several textbooks Held a number of academic leadership roles at Portsmouth University External examiner at Nottingham Trent University Previously external examiner at Leeds Met, Hertfordshire, Kingston and South Bank Universities Course Director for Business School courses delivered by a partner institution in Singapore and Hong Kong