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Where's the Human in Human Resource Management?: Managing Work in the 21st Century [Pehme köide]

(Royal Holloway University of London), (Royal Holloway University of London)
  • Formaat: Paperback / softback, 470 pages, kõrgus x laius: 240x172 mm, 56 Halftones, black and white; 7 Tables, black and white; 32 Illustrations, black and white
  • Ilmumisaeg: 06-Sep-2022
  • Kirjastus: Bristol University Press
  • ISBN-10: 1529213800
  • ISBN-13: 9781529213805
  • Formaat: Paperback / softback, 470 pages, kõrgus x laius: 240x172 mm, 56 Halftones, black and white; 7 Tables, black and white; 32 Illustrations, black and white
  • Ilmumisaeg: 06-Sep-2022
  • Kirjastus: Bristol University Press
  • ISBN-10: 1529213800
  • ISBN-13: 9781529213805
We all have to work to pay the bills but what influence do we really have over our pay and working conditions? The emergence of the global economy, digital technologies, mass migration, gig work and zero hours contracts have thrust this question to the forefront of HRM. So how can we keep the human in human resource management faced by these pressures?



This book adopts a critical approach to todays major workplace challenges. It turns traditional HRM on its head by placing workers perspectives towards the workplace alongside those of managers to create an HRM textbook for the 21st century. Written by two experienced and research-active authors, the book:



locates control of labour costs and productivity at the heart of HRM policy and practice;



covers key issues that are overlooked in many textbooks, including conflict and resistance, the new unitarism, migration and the challenges of Artificial Intelligence;



adopts a critical approach that will appeal more to students who dont wish to become traditional managers;



includes current examples and case studies from the international world of work and business that will bring the subject to life.



This is a comprehensive one-stop resource for students and lecturers alike.

Arvustused

"This innovative and refreshing new HRM textbook takes the point of view of workers who experience HRM rather than that of managers who are trying to implement it." Adrian Wilkinson, Griffith University









"At last, an open-eyed and honest account of human resource management in contemporary society! This book dismantles the false binary between HRM and employment relations, which prevails in so many business schools, and shows why a sociological analysis of control and conflict in the employment relationship is essential. Gold and Smith provide a stylish and authoritative account, arguing that HRM is fundamentally shaped by labour cost and productivity pressures. The book threads through all the big contemporary issues of global labour market trends, digital technologies and inequalities, and also explores changing attitudes towards worker engagement, home working and fulfilling work. The stimulating company examples of HR practice provide further urgent and compelling reasons for students and practitioners to try to put the human back into HRM before it is too late!" Damian Grimshaw, King's College London









"This is a highly stimulating book that provides structured knowledge about HRM, but at the same time makes academics and practitioners think outside of the box. The analyses and practical examples cover the core topics of HR strategy, as well as issues that are too seldom dealt with in textbooks, such as workplace conflicts or the potential and dangers of new technologies like artificial intelligence and HR analytics." Martin Krzywdzinski, WZB Berlin Social Science Center "An attractive mix of traditional topics, contemporary cases and innovative content that places HRM into its wider context. This textbook will be a valuable resource for students and tutors." Paul Thompson, University of Stirling









Wheres the Human in Human Resource Management? makes a unique and vital contribution to understanding how HRM is experienced rather than just delivered. This theoretically sophisticated but accessible textbook provides insights essential for students understanding of the contemporary workplace. Abigail Marks, Newcastle University









This is a thought-provoking textbook with interesting real-life examples, enriched by the authors insightful analysis of the key trends in human resource management. It highlights the importance of the human aspect of human resource management amidst ever innovative ways of labour control and persistent pursuit of productivity. It is a highly valuable text for everyone who practises or experiences human resource management. Fang Lee Cooke, Monash University









"A timely and fresh approach to understanding the management of the human resource in todays world. It is rigorously argued, meticulously researched and accessibly written, with principles illuminated in practical application. An excellent, essential text." Jean Jenkins, Cardiff University "Tired of reading the same old HRM textbooks written in the 20th century? Then Where's the Human in Human Resource Management? will be a thoroughly exciting and refreshing read. This book provides a bang up-to-date, provocative and passionate account of what is happening in the contemporary workplace. This is essential reading for students who want to better understand their place and future in the world of work." Huw Thomas, University of Bristol









"Michael Gold and Chris Smith have written a thought-provoking analysis of contemporary HRM that is solidly grounded in the dynamics of the employment relationship. The result is an analysis that goes far deeper than that found in most HR texts, and which allows current issues in the domain to be more fully understood. A must-read for anyone interested in the world of work." Keith Whitfield, Cardiff University









A timely reminder to put the 'human' back in human resource management! Written in a highly engaging style and with abundant contemporary international case studies, this book is essential reading for students on a wide range of management and HRM courses. Katie Bailey, Kings College London









A very good textbook on the changes to modern management and the impact of the future of work on how we teach about new workplaces. Highly recommended. Aaron Gain, University of Brighton

Introduction: Where's the `Human' in Human Resource Management? 1(5)
Structure of the book 6(7)
Part 1 Where We've Been...
1 What's HRM Really About?
13(12)
What do HR managers actually do?
13(1)
The `human' dimension of HRM
14(1)
Cost control - and the control of labour costs
15(2)
Unit labour costs
17(6)
Concluding comments
23(1)
Some questions to think about
23(1)
Further reading
23(2)
2 What's So Special About H R Strategy?
25(18)
Personnel management
25(2)
HRM and strategy
27(2)
Strategy: presence, power and types
29(5)
So how does strategy fit into HRM?
34(5)
`Hard' and `soft' HRM
39(2)
Concluding comments
41(1)
Some questions to think about
41(1)
Further reading
41(2)
3 The Employment Relationship
43(14)
What is the employment relationship?
44(1)
Labour is not a commodity
45(2)
Wage-effort bargain
47(4)
Frontier of control
51(1)
Trust
52(1)
Employment contracts
53(1)
Employment and self-employment
54(1)
Concluding comments
55(1)
Some questions to think about
56(1)
Further reading
56(1)
4 Conflict and Resistance at Work
57(14)
Conflict and competition
57(1)
Causes of conflict
58(1)
Management-generated conflict
59(1)
Resistance
60(3)
Frontier of control
63(3)
Costs of conflict
66(3)
Concluding comments
69(1)
Some questions to think about
69(1)
Further reading
70(1)
5 Societal Contexts and Global Trends
71(16)
Institutional structures and cultures
71(6)
Institutional approaches to HRM
77(1)
Implications for regulation
78(1)
Institutions built on quicksand
79(2)
The emergence of `post-bureaucratic' employment
81(2)
Online labour and the gig economy
83(2)
Concluding comments
85(1)
Some questions to think about
86(1)
Further reading
86(1)
6 Trade Unions
87(18)
What is a union?
87(2)
Why do workers join trade unions?
89(1)
Role of trade unions
90(3)
Unions in a global context
93(1)
Union membership
93(3)
Collective bargaining
96(2)
Why do unions get a bad press?
98(2)
Strikes
100(2)
Concluding comments
102(1)
Some questions to think about
103(1)
Further reading
103(2)
7 Management Styles
105(16)
Frames of reference
106(11)
Perspectives on the employment relationship
117(1)
Concluding comments
117(1)
Some questions to think about
118(1)
Further reading
118(3)
Part 2 Where We're Heading
8 The `New' Unitarism
121(16)
Paternalism
121(3)
Exit, voice and loyalty
124(1)
Individualisation
125(1)
Old-style unitarism and the'new'unitarism
125(4)
Working in a hi-tech company
129(4)
Non-unionism in hi-techs
133(1)
Concluding comments
134(1)
Some questions to think about
135(1)
Further reading
135(2)
9 Flexible Working
137(18)
`Standard' and `non-standard' employment
137(2)
Terminology
139(1)
Types of flexibility
140(1)
Significance of flexible working
141(1)
Who benefits?
142(1)
A model of core and peripheral workers
143(2)
Human capital
145(1)
Flexible working and HR strategy
146(1)
Trends in flexible working
146(4)
Who is working non-standard employment contracts?
150(1)
Reasons for employers' use of non-standard employment contracts
151(1)
Concluding comments
152(1)
Some questions to think about
153(1)
Further reading
154(1)
10 Services and Aesthetic and Emotional Labour
155(16)
Construction of the self
156(1)
Balance
157(1)
Role of the customer or client
158(3)
Aesthetic labour
161(3)
Customer control
164(2)
Differences within service work
166(1)
Emotional labour
166(2)
Resistance and unionisation
168(1)
Concluding comments
169(1)
Some questions to think about
170(1)
Further reading
170(1)
11 Migrant Workers
171(16)
Patterns of migration
171(4)
Reasons for migration
175(1)
Perceptions of migrant labour
176(3)
Integration of migrant workers
179(1)
Non-integration of migrant workers
180(5)
Concluding comments
185(1)
Some questions to think about
186(1)
Further reading
186(1)
12 Corporate Social Responsibility
187(18)
Aspects of CSR
188(1)
Rationales for CSR
189(1)
Compliance with CSR standards
190(8)
Significance of CSR across countries
198(1)
Trade union attitudes and policies towards CSR
199(1)
Concluding comments
199(1)
Some questions to think about
200(1)
Further reading
201(4)
Part 3 What All This Means for HRM
13 Recruitment and Social Networks
205(16)
Social networks
205(4)
Information and influence in social networks
209(1)
Reputation
210(1)
Social media and recruitment
211(1)
Rationales for using social networks
212(3)
Downsides to recruitment through social networking
215(3)
Personality types and recruitment
218(1)
Concluding comments
219(1)
Some questions to think about
220(1)
Further reading
220(1)
14 Discrimination and Diversity
221(18)
Fair and unfair criteria for discrimination
221(1)
Levels of discrimination
222(2)
Multiple disadvantage
224(1)
Evidence for discrimination
225(2)
Theories of discrimination
227(5)
Policy solutions
232(4)
Assessment
236(1)
Concluding comments
237(1)
Some questions to think about
237(1)
Further reading
238(1)
15 Pay and Rewards
239(16)
Performance management in unionised settings
240(1)
Performance management in non-unionised settings
240(1)
Management by objectives
241(3)
Performance appraisal
244(3)
Reward management
247(2)
New or strategic pay paradigm
249(1)
Possible consequences of strategic pay models for workers
250(1)
Low pay, no pay and new insecure models
251(1)
Minimum pay legislation
252(1)
Concluding comments
253(1)
Some questions to think about
253(1)
Further reading
254(1)
16 Employee Participation and Involvement
255(18)
Rationales for employee participation
256(1)
Dimensions to employee participation
257(3)
Direct and representative forms of employee participation
260(2)
Direct forms of participation
262(3)
Representative forms of employee participation
265(2)
Trends in employee participation
267(2)
Workers' voice in the gig economy
269(2)
Concluding comments
271(1)
Some questions to think about
272(1)
Further reading
272(1)
17 Training and Development
273(16)
Lack of training
273(2)
What is training?
275(1)
Types of training
276(1)
Training provision
277(5)
Power relationships
282(1)
Training and HR strategy
283(1)
Controlling skills
284(2)
Concluding comments
286(1)
Some questions to think about
287(1)
Further reading
287(2)
18 Work-Life Balance
289(16)
Background
289(3)
Approaches to WLB
292(1)
Structural dimensions to WLB
293(2)
Overwork
295(2)
Regulating working time
297(1)
HRM solutions
298(3)
Information and communications technology and WLB
301(2)
Concluding comments
303(1)
Some questions to think about
304(1)
Further reading
304(1)
19 Artificial Intelligence and HR Analytics
305(16)
The fourth industrial revolution
305(2)
The jobs affected
307(1)
Constraints
308(2)
HR analytics
310(1)
Emotional intelligence
310(1)
Development of HR analytics
311(1)
Three dimensions to HR analytics
312(3)
Applying HR analytics
315(2)
HR analytics-a fad?
317(2)
Concluding comments
319(1)
Some questions to think about
319(1)
Further reading
319(2)
Summary and Conclusions
321(18)
Part 1 Where we've been
321(4)
Part 2 Where we're heading
325(1)
Part 3 What all this means for HRM
326(1)
Part 4 Innovative HRM within capitalism - what's possible?
327(4)
Alternatives and orientation
331(1)
Innovative forms of working and handling authority relationships
331(5)
Final observation
336(1)
Farewell!
337(2)
Case Studies
339(28)
1 Poor corporate governance: the case of Boohoo Leicester contractor factories
339(2)
2 Trade unions: company versus country in the case of Ryanair
341(3)
3 Working in the gig economy
344(3)
4 Homeworking and employee surveillance
347(3)
5 Migrant workers: reviewing the `good worker' rhetoric
350(2)
6 Cultural matching, recruitment and selection: what are the ethical issues?
352(3)
7 Artificial intelligence: the end of bias, or just the start of a new set of biases?
355(3)
8 Recruitment, promotion and racial discrimination in the Metropolitan Police Service
358(3)
9 Unilever and a reduction in the working week
361(2)
10 Lorry driver shortages
363(4)
List of Films About Human Resource Management 367(6)
Glossary of Key Concepts 373(18)
References 391(44)
Names Index 435(4)
Subject Index 439
Michael Gold is Emeritus Professor of Comparative Employment Relations at Royal Holloway University of London. His work focuses on employee participation, industrial relations theory and self-employment, as well as on employment policies across the member states of the EU.









Chris Smith is Emeritus Professor of Organization Studies and Comparative Management at Royal Holloway University of London. His interests are in labour process theory, knowledge transfer through the transnational firm, comparative analysis of work and employment, and professional labour.