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Strategic People Management and Development: Theory and Practice 6th Revised edition [Kõva köide]

Edited by , Edited by
  • Formaat: Hardback, 408 pages, kõrgus x laius x paksus: 262x210x35 mm, kaal: 1290 g
  • Ilmumisaeg: 03-Dec-2022
  • Kirjastus: Kogan Page Ltd
  • ISBN-10: 1398607622
  • ISBN-13: 9781398607620
Teised raamatud teemal:
Strategic People Management and Development: Theory and Practice 6th Revised editionSuurem pilt
  • Formaat: Hardback, 408 pages, kõrgus x laius x paksus: 262x210x35 mm, kaal: 1290 g
  • Ilmumisaeg: 03-Dec-2022
  • Kirjastus: Kogan Page Ltd
  • ISBN-10: 1398607622
  • ISBN-13: 9781398607620
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9781398607620.html
Märksõnad:
Use this textbook to understand how and why to align people management strategies with organisational objectives.

Strategic People Management and Development maps to the CIPD Level 7 module 'People Management and Development strategies for performance'.

It focuses on the need for evidence-based and outcome-driven practice in the people profession and explains how HR and Learning and Development (L&D) professionals can create value and drive performance in an organisation. It provides a thorough grounding in the theory and practice of how to lead and manage employees and effectively develop a workforce as well as extensive coverage of how to ensure professionalism and ethical behaviour in the people function. This book also includes discussion of organisation development and how high-performance work practices drive positive organisational and employee outcomes.

This book also includes practical advice on key HR activities including recruitment, job design,and reward. Fully updated throughout, this book includes case studies to help students see how the theory applies in practice, reflective practice activities to help them think critically about the content and self-test their learning progress as well as 'explore further' boxes to encourage wider reading. Online resources include an instructor's manual, lecture slides, and sample essay questions.

Arvustused

"This is a highly relevant and applied book which is effectively mapped to the Level 7 CIPD module 7002. Throughout the book there are case studies from a range of sectors and organisational settings, which brings the learning to life." -- Elain Yerby * Senior Lecturer in HRM, University of Essex * "A classic text enriched with right up-to-the-minute challenges human resource professionals in a digital, diverse and inclusive world face. Through rich, recent case studies and the latest professional and practical thinking, the sharp edges of building-engaged and high performing workforces are dealt with head on. A must read and go to text for HR professionals and students alike." -- Chris Marshall * Executive Dean, University of Bedfordshire Business School, Chartered Fellow of the CIPD * "The case studies and practical advice enable the reader to see how theory links to practice in an effective way. This is a delightful, informative and critical textbook covering all key aspects of performance and engagement essential for students and professionals, at different levels, to advance their knowledge in the area." -- Dr Stefanos Nachmias * Deputy Head of Department in HRM, Principal Lecturer, Nottingham Trent University *

List of figures and tables
ix
About the editors x
List of contributors
xi
Acknowledgements xiii
Walkthrough of textbook features xiv
Online resources xvi
PART ONE Strategic people management and development
1(16)
01 Introduction
3(14)
1.1 Overview
3(4)
1.2 Introduction
7(5)
1.3 The structure of the book
12(1)
1.4 Conclusion
12(5)
PART TWO People management and the strategic context
17(94)
02 The scope and nature of people management
19(26)
2.1 Overview
20(1)
2.2 Introduction
20(1)
2.3 Definitions of personnel management, human resource management and human resource development
21(2)
2.4 The scope and nature of HRM and HRD
23(2)
2.5 Models of HRM and strategic HRM
25(2)
2.6 HRD and strategic HRD
27(3)
2.7 The shape of HR
30(5)
2.8 Capability building by the HR function
35(3)
2.9 Strategic HRM and human capital management
38(3)
2.10 Future trends for people professionals
41(2)
2.11 Conclusion
43(2)
03 People management: strategy, culture and values
45(21)
3.1 Overview
46(1)
3.2 Introduction
46(1)
3.3 The scope and nature of strategy
46(3)
3.4 The importance of culture
49(4)
3.5 The interplay between strategy and culture
53(1)
3.6 Branding and organisational values
53(3)
3.7 The competing values framework
56(1)
3.8 Good work as examined by the CIPD
56(3)
3.9 The customer and the organisation
59(1)
3.10 Customer alignment
60(1)
3.11 HRM and RISK
61(2)
3.12 Conclusion
63(3)
04 HRM contributions in different settings
66(23)
4.1 Overview
67(1)
4.2 Introduction
67(1)
4.3 HR in different contexts
68(5)
4.4 HR roles as the organisation grows: SMEs
73(4)
4.5 Expanding our borders: the growth of internationalisation
77(1)
4.6 Strategic international HRM
78(8)
4.7 Conclusion
86(3)
05 Professional and ethical people practice
89(22)
5.1 Overview
90(1)
5.2 Introduction
90(1)
5.3 Professions
91(4)
5.4 The purpose of business
95(1)
5.5 Introducing business ethics
96(1)
5.6 Approaches to ethics
97(5)
5.7 Sustainability and HR
102(1)
5.8 Equal opportunities and ethics
103(3)
5.9 Data, technology and ethics
106(2)
5.10 Embedding ethical practice -- the role of HR
108(1)
5.11 Conclusion
109(2)
PART THREE Strategic people management and development effectiveness
111(200)
06 Recruitment and selection
113(26)
6.1 Overview
114(1)
6.2 Introduction
114(4)
6.3 Effective recruitment and selection
118(4)
6.4 Validity of selection methods
122(3)
6.5 Contemporary themes in recruitment and selection
125(4)
6.6 Fairness in recruitment and selection
129(2)
6.7 The extent of professional practice
131(3)
6.8 Recruitment and selection: a contingency approach
134(2)
6.9 Conclusion
136(3)
07 Talent management and developing employees for performance
139(25)
7.1 Overview
140(1)
7.2 Towards conceptualising talent and talent management
140(2)
7.3 The growing importance of talent management for individuals and organisations
142(1)
7.4 Context matters
143(5)
7.5 Key talent management stakeholders
148(3)
7.6 The talent management cycle
151(3)
7.7 Employee learning and development: a key element of talent management agendas
154(6)
7.8 Conclusion: reshaping talent management agendas to enhance organisational performance
160(4)
08 Engagement, wellbeing and inclusion
164(29)
8.1 Overview
165(1)
8.2 Introduction: recognising workplace dynamics
165(2)
8.3 Engagement
167(7)
8.4 Wellbeing
174(8)
8.5 Inclusion
182(8)
8.6 Conclusion
190(3)
09 Managing the employment relationship
193(26)
9.1 Overview
194(1)
9.2 Introduction
194(1)
9.3 The contract of employment
195(8)
9.4 Conflict and the employment relationship
203(5)
9.5 Diversity at work
208(7)
9.6 Conclusion: Reflections on managing the employment relationship
215(4)
10 Performance and Reward: A Strategic Approach
219(32)
10.1 Overview
220(1)
10.2 Introduction
220(3)
10.3 Perspectives on performance management
223(1)
10.4 Monitoring progress and measuring results
224(1)
10.5 Performance management as a process
224(13)
10.6 Motivated to perform?
237(3)
10.7 The links between reward and performance
240(6)
10.8 Arguments against the use of performance management
246(1)
10.9 The role of HR and best practice within PM
246(1)
10.10 Conclusion
247(4)
11 Organisational design and effective working practices
251(25)
11.1 Overview
252(1)
11.2 Introduction
252(1)
11.3 Key terms
253(7)
11.4 Models of structure
260(5)
11.5 Approaches to job design
265(6)
11.6 Smart and agile working
271(2)
11.7 Conclusion
273(3)
12 Organisational development and change
276(35)
12.1 Overview
277(1)
12.2 Introduction
277(1)
12.3 Types of change
278(4)
12.4 Analysing the change context
282(4)
12.5 Choice of change intervention
286(12)
12.6 Leading change
298(5)
12.7 HR value added and change
303(2)
12.8 Change and performance
305(3)
12.9 Conclusion
308(3)
PART FOUR Conclusion
311(15)
13 Summary themes and future trends
313(13)
13.1 Overview
313(1)
13.2 Key trends
314(10)
13.3 Conclusion
324(2)
Bibliography 326(54)
Index 380
Gary Rees is Head of the Organization Studies and Human Resource Management at Portsmouth Business School. He is based in Portsmouth, UK.

Ray French was previously Principal Lecturer in Organizational Behaviour at Portsmouth Business School. He is based in Portsmouth, UK.