Personnel management: HRM in action
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London [u.a.]
Prentice-Hall
1995
|
| Ausgabe: | 3. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | 4. Aufl. u.d.T.: Torrington, Derek: Human resource management |
| Beschreibung: | XVII, 702 S. graph. Darst. |
| ISBN: | 0131495437 |
Internformat
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| 250 | |a 3. ed. | ||
| 264 | 1 | |a London [u.a.] |b Prentice-Hall |c 1995 | |
| 300 | |a XVII, 702 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 500 | |a 4. Aufl. u.d.T.: Torrington, Derek: Human resource management | ||
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| 999 | |a oai:aleph.bib-bvb.de:BVB01-006933296 | ||
Datensatz im Suchindex
| _version_ | 1804124839630340096 |
|---|---|
| adam_text | HB Contents
Preface xv
Part I: Introduction l
1. The nature of personnel management 3
The complex of contemporary personnel management 6
The Personnel Standards Lead Body 15
Ways of organising the personnel function 16
A philosophy of personnel management 21
References 22
2. Organisation strategy 24
Strategy and policy within a framework for management action 25
The nature of strategy 26
N Business strategy and personnel management 28
x Strategic approaches 30
Strategic methods 31
The nature of policy 34
The reasons for having policies 35
Devising policies 37
Implementing policies 38
Strategy, policy, formality and chaos 41
References 42
3. Human resource strategy 44
What is human resource strategy? 44
The degree of integration with organisational strategy 47
¦ The role of the personnel function in strategy 49
Formal models of human resource strategy 53
st Human resource management strategic themes 58
v
Strategy, learning and change 59
References 61
Part II: Organisation 63
4. Strategic aspects of organisation 65
X Chandler s three stages of business development 65
Centralisation and decentralisation 67
Planning 70
Information and communication 71
References 74
5. Planning: jobs and people 76
The role of planning 76
Feasibility and use of human resource planning 77
v A model of human resource planning 78
Reconciliation, decisions and plans 91
References 94
Appendix 95
6. Structure and culture 101
The fundamentals of the organising process 102
Alternative forms of organisation structure 105
Differentiated structures 110
Organisational culture 114
Y Corporate culture 114
Culture in national context 116
Culture in international context 117
Developing organisational culture 121
References 125
7. Organisational communication and systems 126
Meaning and scope of communication 126
Purposes of communication in organisation 127
The process of communicating: the telecommunications analogy 129
Ways of communicating in organisations 134
References 141
8. Information 143
A computer revolution? 143
Personnel information: a model 144
Individual employee information 146
vi
Aggregate employee information 148
Information from personnel systems and activities 154
Information on the personnel function 156
Confidentiality, privacy and security 157
References 160
9. X Interactive skill: presentation 162
Preparing the presentation 164
Making the presentation 170
References 176
Part III Resourcing 179
10. Strategic aspects of resourcing 181
Responding to external labour markets and demographics 181
Flexible resourcing choices 184
Ready made or home grown? 187
Targeting specific competencies 189
Strategic resourcing roles 191
References 191
11. Contracts of employment, contractors and consultants 193
J The development of working patterns 194
Shift working 197
Annual hours 202
The contract of employment 204
Employing consultants 206
References 211
12. Recruitment 212
Determining the vacancy 213
v Methods of recruitment 216
Employment documentation 223
• Recruitment monitoring and evaluation 225
References 228
13. Selection: methods and decisions 229
The role of personnel management in selection 229
Selection as a two way process 230
v Selection criteria and the person specification 231
Choosing selection methods
1 Selection methods 234
Final selection decision making 247
Validation of selection procedures 248
Selection, the law and equality of opportunity 248
References 249
14. Ending the employment contract 251
Dismissal 251
Unfair dismissal 252
Determining fairness 253
Misconduct 257
Redundancy 260
Some other substantial reason 261
Constructive dismissal 263
Wrongful dismissal 264
Resignation 267
Retirement 267
Notice 268
References 269
15. Interactive skill: selection interviewing 271
Varieties of interview 271
¦ The purpose of the selection interview 272
¦ Criticism of the selection interview 272
The importance of the selection interview 273
Interview strategy 274
Number of interviews and interviewers 276
The selection interview sequence 278
The selection interview 281
References 288
Part IV Performance 289
16. Strategic aspects of performance 291
Influences on our understanding of performance 292
Some commonly identified performance variables 293
Major performance initiatives 296
References 298
17. Organisational performance 300
Total quality management 300
Learning organisations 307
Organisational development 312
References 314
viii
18. Performance management and individual performance 316
The performance cycle 316
Appraisal systems 319
^ Performance Management Systems 327
References 331
19. Team performance 333
Broad team types 336
Team effectiveness 342
Implications for the personnel function 346
References 347
20. Managing diversity 349
Disadvantaged groups and the argument for equal treatment 349
Promoting gender equality 351
Promoting racial equality 361
Promoting equality for disabled people 367
Promoting equal treatment for older workers 369
Managing diversity 370
References 374
21. Interactive skill: performance appraisal 377
Contrasted approaches to appraisal 378
Who does the appraisal? 380
The appraisal interview 381
The appraisal interview sequence 383
Interview structure 384
Making appraisal work 387
References ^88
Part V Development 391
22. Strategic aspects of development 393
Organisational strategy and employee development strategy 395
Influence of the external labour market 397
Integration with other human resource strategy 398
Training and development roles ^
Approaches to development
Evaluation of training and development u^
References 402
iy
23. Competence, competencies and NVQs 404
Competencies 405
Competencies in the United Kingdom 408
Other competence based approaches 412
References 417
24. Managing development 418
The growth of management development 418
The identity of management development 419
Approaches to management development 422
References 434
25. Career development 436
The context of career development 437
Definitions and importance of career development 437
Understanding careers 438
Individual career management 446
Organisational support for career development 448
References 454
26. Interactive skill: teaching 455
Approaches to learning 455
Types of learner 458
Job instruction 464
References 471
Part VI Involvement 473
27. Strategic aspects of involvement 475
The development of employee involvement 476
Team briefing 481
Total Quality Management 482
Investors in people 483
Strategy and employee involvement 484
References 486
28. Trade Union recognition and consultation 488
Collective consent 490
Trade Union recognition and bargaining units 492
References 500
X
29. Health, safety and welfare 502
Definitions of health, safety and welfare 502
X The development and importance of health, safety and welfare
provision and the role of personnel management 503
Health, safety and welfare legislation 506
Enforcement of the Health and Safety at Work Act 509
The management of Health, Safety and Welfare 516
References 522
30. Grievance and discipline 525
The Milgram experiments with obedience 525
What do we mean by discipline? 529
What do we mean by grievance? 530
The framework of organisational justice 532
Awareness of culture and appropriateness of style 533
Rules 534
Ensuring that the rules are kept 536
Grievance procedure 538
References 545
31. Interactive skill: grievance and disciplinary interviewing 546
The nature of grievance and disciplinary interviewing 548
The discipline and grievance sequence 548
The grievance interview 551
The disciplinary interview 554
References 557
Part VII Pay 559
32. Strategic aspects of payment 561
Fairness and performance in payment 561
Employee objectives for the contract for payment 562
Employer objectives for the contract of payment 565
Incremental salary structures
A strategic approach to payment administration 576
References
33. Job evaluation 579
Relativities and differentials 580
Limitations on management action 582
Management policy decisions and pay relationships 584
Bargaining units
xi
The family structure 587
Job evaluation methods 588
Employee participation in job evaluation 590
References 595
34. Incentives, performance pay and fringe benefits 596
Managerial expectations of incentive schemes 597
Motivational theories 598
Control 598
Cost 599
Employee expectations of incentive schemes 600
Performance related pay 606
Assessing performance 607
Fringe benefits 613
References 617
35. Pensions and sick pay 619
Increased awarensss about pensions provision 619
Types of pension scheme 620
Varieties of company pension scheme 625
Company pension schemes and the problem of early leavers 628
Pensions information and the role of the personnel department 628
Sick pay and the role of the personnel department 629
Sick pay and absence policy and procedures 631
References 638
36. Interactive skill: negotiation 640
The nature of conflict in the employment relationship 641
Sources of conflict in the collective employment relationship 642
The negotiation sequence 648
Decision making 653
References 655
Part VIII Finale 657
37. The international dimension 659
Management implications of international activities 660
People working internationally 662
Organisational co ordination 666
International communication 669
The international HRM specialists 670
References 671
xii
38. Personnel management and the future 673
IPM, IPD and PSLB 674
Organisational decentralisation and autonomy 675
Worldwide regional management? 679
Ethics and social responsibility 681
Balance 683
References 685
Index 687
viii
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| institution | BVB |
| isbn | 0131495437 |
| language | English |
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| spelling | Torrington, Derek Verfasser aut Personnel management HRM in action Derek Torrington and Laura Hall 3. ed. London [u.a.] Prentice-Hall 1995 XVII, 702 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier 4. Aufl. u.d.T.: Torrington, Derek: Human resource management Personalwesen (DE-588)4076000-5 gnd rswk-swf Příručky czenas Personalwesen (DE-588)4076000-5 s DE-604 Hall, Laura Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=006933296&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| title_full | Personnel management HRM in action Derek Torrington and Laura Hall |
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| title_full_unstemmed | Personnel management HRM in action Derek Torrington and Laura Hall |
| title_short | Personnel management |
| title_sort | personnel management hrm in action |
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