A handbook of personnel management practice:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London
Kogan Page
1996
|
| Ausgabe: | 6. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Ab 7. Aufl. u.d.T.: Armstrong, Michael: A handbook of human resource management practice |
| Beschreibung: | 959 S. graph. Darst. |
| ISBN: | 0749420286 |
Internformat
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| 246 | 1 | 3 | |a Personnel management practice |
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Datensatz im Suchindex
| _version_ | 1804125561848594432 |
|---|---|
| adam_text | Contents
List of figures and tables 17
List of tables 19
Foreword 21
Part I Personnel and Development Management
— An Overview 25
1 The Basis and Evolution of Personnel and
Development Management 27
Key purpose and concerns 27; Key activities 28; Key
requirements 30; Stages in the evolution of personnel
management 32; Influences on personnel management 34
2 The Context of Personnel and Development Management 36
Introduction 36; Environmental factors 37; Contingency theory
37; Technology 39; Competitive pressure 39; The role of the
government in setting the agenda for personnel management 42;
The European context 46; The global context 50
3 The Personnel and Development Function 52
Overall role of the function 52; The roles of personnel and
development practitioners 53; Changes in the role of the
personnel function 55; Models of personnel management 59;
Organizing the personnel function 62
A Handbook of Personnel Management Practice
4 The Practice of Personnel and Development Management 65
The key roles of personnel practitioners 65; The internal
consultancy role 66; Outsourcing personnel work 69; Using
management consultants 71; Integrating the personnel and
development contribution 74; Innovations and interventions 78;
Marketing the personnel function 82; Preparing, justifying and
protecting the personnel budget 84; Gaining support and
commitment 85; Personnel and line management 88; Ambiguities
in the personnel contribution 90; Conflict in the personnel and
development contribution 92; Ethics in personnel and
development 93; How to be an effective personnel practitioner
97; Competence in personnel management 100; The contribution
of the Institute of Personnel and Development 102
5 The Contribution of the Personnel Function to
Organizational Success 104
Organizational success 104; The managerial factors which create
organizational success 105; The people factors which create
organizational success 105; To what extent does the personnel
function contribute to organizational success? 106; How does the
personnel function contribute to organizational success 108;
Contribution to added value 108; Contribution to competitive
advantage 109; In what areas does the personnel function
contribute to organizational success? 110; The personnel
function s contribution to change management 111; The
personnel function s contribution to continuous improvement
112; The personnel function s contribution to quality
management 113
6 Evaluating the Personnel Function Contribution H?
Approaches to evaluation 117; Overall methods of evaluation
118; Types of performance measures 119; Evaluation criteria 119;
Practical methods of evaluation 120; Preferred approach 128
7 International Personnel Management 129
International personnel management defined 129; The challenge
of international personnel management 129; Characteristics of
international personnel management 130; International
employment and development strategies 131; Recruitment across
international boundaries 133; International employee
development 134; Managing expatriates 136
Contents
Part II Human Resource Management 139
8 The Concept of Human Resource Management 141
Development of the HRM concept — the US models 142; UK
versions of the HRM model 144; Characteristics of HRM 147;
Reservations about HRM 148; HRM and personnel management
152; The take up of HRM 154; Conclusions 155
9 Strategic Human Resource Management 157
Strategic HRM defined 157; The aims of strategic HRM 158;
Strategic management 158; Origins of the concept of strategic
HRM 161; The rationale for strategic HRM 162; The meaning of
strategic HRM 162; Strategic integration: integrating business
and HR strategies 163; The requirements for strategic HRM 168;
Conclusions 168
Part III Personnel Processes and Activities 169
10 Personnel Strategies, Policies and Procedures 171
Personnel strategies nature and content 171; Approaches to the
formulation of personnel strategies 174; Personnel policies 178;
Formulating personnel policies 185; Personnel procedures 187
11 Competence related Personnel Management 188
The concept of competence 189; Types of competences 190; The
meaning of competence 192; The constituents of competence 194;
Using the concept 195; Describing competences 195; Competence
lists 196; Differentiating competences 199; Applications of
competence 200
12 Job and Competence Analysis 204
Definitions 204; Job analysis 206; Role analysis 216; Skills analysis
216; Competence analysis 219; Job descriptions 225; Role
definitions 230
13 Performance Management 232
Purpose 232; Background to performance management 234;
Principles of performance management 235; The process of
performance management 235; Performance management
activities 236; Performance agreements 237; Performance plans
A Handbook of Personnel Management Practice
242; Managing performance throughout the year 243;
Performance reviews 248; Performance rating 252;
Documentation 257; Introducing performance management 258;
Monitoring and evaluating performance management 260
Part IV Organizational Behaviour 263
14 The Individual at Work 265
Individual differences 265; The nature of skilled performance
and competence 270; What happens to people over time 270;
Sources of social influences on individuals 273; Attribution
theory — how we make judgements about people 274; Behaviour
at work 275; Orientation to work 278; Roles 280; Implications for
personnel specialists 281
15 The Nature of Work, the Employment Relationship and the
Psychological Contract 284
The nature of work 284; The nature of the employment
relationship 286; The psychological contract defined 288; The
basic nature of the psychological contract 289; The changing
nature of the psychological contract 290; How psychological
contracts develop 291; The significance of the psychological
contract 292; Managing the employment relationship 293
16 Motivation 295
Definition of motivation 296; The process of motivation 296;
Intrinsic and extrinsic motivation 299; Motivation theories 299;
Instrumentality theory 300; Needs (content) theory 301;
Herzberg s two factor model 304; Process theory 306;
Behavioural theory 310; Social learning theory 310; Attribution
theory 311; Role modelling 311; The key messages of motivation
theory 311; The relationship between motivation and
performance 313; Motivation and money 314; Motivation
strategies 315; Conclusions 318
17 Commitment 319
The meaning of organizational commitment 319; The significance
of commitment 319; Problems with the concept of commitment
321; Creating a commitment strategy 324; Commitment and
mutuality 327
Contents
18 How Organizations Function 329
Basic considerations 329; The classical school 330; The human
relations school 331; The behavioural science school 332; The
bureaucratic model 335; The systems school 336; The
contingency school 337; The modernists 339; Organizational
structure 342; Organizational processes 343; Types of
organization 357
19 Organizational Culture 361
Definition 361; The importance of culture to organizations 361;
Components of organizational culture 362; Development of
culture 366; Varieties of culture 367; Culture management 368
20 Organization Design 372
The process of organizing 372; Aim 373; Conducting
organization reviews 374; Organization analysis 374;
Organization diagnosis 375; Organization planning 377; Who
does the work? 378
21 Job Design 379
What is job design? 379; The process of intrinsic motivation 380;
Characteristics of task structure 381; Motivating characteristics of
jobs 381; Approaches to job design 382; Job enrichment 384;
Empowerment 385; Self managing teams 388; A quality of
working life strategy 388
22 Organizational Development 390
What is organizational development? 390; Basis of organizational
development 390; Methods of organizational development 391;
Change management 395; Conflict resolution 400; Educational
activities in organizational development 401; The role of the OD
practitioner 401; Where has OD got to? 402
Part V Employee Resourcing 403
23 Human Resource Planning 405
Definition 405; The labour market 405; Aims 406; Achieving the
aims 407; Employee resourcing strategy 409; Turning broad
strategies into action plans 410; Demand forecasting 411; Supply
forecasting 416; Analysing existing human resources 416;
A Handbook of Personnel Management Practice
Employee turnover or wastage 417; Analysing the effect of
promotions and transfers 422; Assessing changes in conditions of
work and absenteeism 423; Analysing sources of supply 423;
Forecasting human resource requirements 424; Flexibility
arrangements 427; Productivity and costs 430; Action planning
431; Overall plan 431; The human resource development plan
432; The recruitment plan 432; The retention plan 433; The
flexibility plan 436; The productivity plan 440; The downsizing
plan 441; Control 441
24 Recruitment and Selection 443
The recruitment and selection process 443; Defining
requirements 446; Attracting candidates 451; Advertising 453;
Using recruitment agencies 457; Using recruitment consultants
. 457; Using executive search consultants 458; Educational and
training establishments 458; Sifting applications 459; Types of
interview 462; Assessment centres 463; Interviewing
arrangements 464; Interviewing 465; Selection tests 472;
Improving the effectiveness of recruitment and selection 478;
Evaluating the recruitment process 479; The legal framework
480; The ethical framework 480; References and offers 481;
Induction and follow up arrangements 483
25 Release from the Organization 486
General considerations 486; Redundancy 489; Outplacement 493;
Dismissal 495; Voluntary leavers 501; References 503; Retirement
503
Part VI Employee Development 505
26 The Basis of Employee Development 507
Definition of employee development 507; Aims 507; Employee
development activities 507; Employee development strategy 508;
The context of employee development 510; Marketing employee
development 511; Evaluating the employee development
contribution 512
27 Learning and Development 513
How people learn 513; Learning theory 516; Conditions for
effective learning 520; The learning organization 521; Continuous
development 524; Self managed learning 525; Personal
development plans 526
Contents
28 Training 529
Definition 529; Aim 529; Benefits 530; Understanding training
530; Training philosophy 531; The process of training 533;
Identifying learning and training needs 536; Planning training
programmes 540; Training techniques 543; Conducting training
programmes 544; Team building training 550; Meeting the
training needs of special groups 552; Responsibility for training
552; Evaluation of training 553
29 Management Development 556
What is management development? 556; Management
development as a business led process 556; The impact of
management development 557; The processes of management
development 558; The nature of management development 559;
Management development strategy 560; Responsibility for
management development 560; The basis of management
development 564; Approaches to management development 565;
An integrated approach to management development 567;
Competence based management development 568;
Development centres 569
30 Career Management Management Succession and
Career Planning 571
Definitions 571; Overall aims 571; The process of career
management 572; Career management policies 576; Demand and
supply forecasts 578; Succession planning 580; Performance and
potential assessment 580; Recruitment 582; Career planning 582;
Career management in delayered organizations 586
Part VII Employee Reward 587
31 Employee Reward Systems 589
Introduction 589; The employee reward system 589; The
elements of employee reward 590; General factors determining
pay levels 593; Economic factors affecting pay levels 593; Aims of
employee reward — the organization s requirements 597;
Reward aims from the employee s point of view 598; Achieving
the aims 598; The new pay 599; Reward strategy 600; Reward
policy 601; Developments in the reward management scene 603
11
A Handbook of Personnel Management Practice
32 Evaluating and Pricing Jobs 605
Job evaluation — definition and purpose 605; The key features of
job evaluation 606; Basic methodology 607; Job evaluation
schemes 607; Job ranking 609; Job classification 609; Internal
benchmarking 610; Point factor rating 610; Skill based evaluation
616; Competence based evaluation 617; Market pricing 617; Pros
and cons of formal job centred evaluation 618; Is job evaluation
necessary? 620; Introducing job evaluation 620; Developing a
point factor scheme 622; Conducting the job evaluation exercise
625; Equal value 629; Establishing market rates 630
33 Pay Structures 636
Definition 636; Purpose 636; Criteria for pay structures 637;
Number of pay structures 637; The basis of pay structures 638;
Graded pay structures 640; Broad banded pay structures 645;
Individual job ranges 648; Job family structures 648; Pay curves
649; Spot rate structures 652; Pay spines 652; Pay structures for
manual workers 653; Integrated pay structures 655; Rate for age
scales 655; Choice of structure 655
34 Paying for Individual Performance, Skill and Competence 657
Paying for performance 657; Criteria for success 660;
Performance related pay 661; Executive bonus and incentive
schemes 666; Shop floor incentive schemes 667; Skill based pay
672; Competence related pay 674
35 Paying for Team and Organizational Performance 675
Team rewards 675; Relating rewards to organizational
performance 678
36 Employee Benefits, Pensions and Allowances 681
Employee benefits 681; Occupational pension schemes 683;
Allowances and other payments to employees 685
37 Rewarding Special Groups — Sales Staff, International Staff
and Directors 687
Sales staff 687; International pay and expatriate s rewards 690;
Rewards for directors and senior executives 692
17
Contents
38 Managing Employee Reward 696
Reward budgets and forecasts 696; Evaluating the reward system
697; Pay reviews 699; Control 700; Reward procedures 701;
Responsibility for reward 703; Communicating to employees 704
Part VIII Employee Relations 707
39 The Employee Relations Framework 711
The elements of employee relations 711; Industrial relations as a
system of rules 712; Collective bargaining 714; The unitary and
pluralist views 716; Individualism and collectivism 717;
Voluntarism and its decline 717; The HRM approach to employee
relations 718; The context of employee relations 721;
Developments in industrial relations 722; The current industrial
relations scene 725; The parties to industrial relations 729; The
trade unions 730; The Trades Union Congress (TUC) 732;
International union organizations 733; Staff associations 733; The
role of management 733; Employers organizations 734; The
Confederation of British Industry (CBI) 734; Institutions, agencies
and officers 735
40 Employee Relations — Processes and Outcomes 737
Employee relations policies 738; Employee relations objectives
741; Employee relations strategies 742; Employee relations
climate 743; Union recognition and derecognition 745; Collective
bargaining arrangements 748; Informal employee relations
processes 751; Other features of the industrial relations scene 752;
Employee relations outcomes 754; Harmonization 757; Managing
with trade unions 758; Managing without trade unions 761
41 Negotiating and Bargaining 763
The nature of negotiating and bargaining 763; Negotiations 764;
Negotiating and bargaining skills 772
42 Involvement, Participation and Communications 774
Definitions 775; Aims of employee involvement and
participation 776; Forms of employee involvement and
participation 778; Varieties of employee involvement and
participation 779; Attitude surveys 782; Quality circles 784;
Suggestion schemes 786; Joist consultation 788; Works councils
790; Worker directors 790; Incidence of involvement and
13
A Handbook of Personnel Management Practice
participation 791; Requirements for successful employee
involvement and participation 791; Planning for involvement
and participation 792; Communications 793; Communication
systems 798
Part IX Health, Safety and Welfare 803
43 Occupational Health and Safety 805
Factors affecting health and safety 806; Principles of health and
safety management 806; Occupational health and safety
programmes 807; Analysis of health and safety performance 808;
Occupational health and safety policies 809; Health and safety
organization 811; Occupational health programmes 813;
Accident prevention 815; Measuring safety performance 817;
Health and safety training 819; Conclusions 820
44 Welfare Services 821
Why provide welfare services? 821; What sort of welfare
services? 823; Individual services 824; Group welfare services
827; Provision of employee welfare services 828; Internal
counselling services 828; Employee assistance programmes 828
Part X Employment and Personnel Services 831
45 Employment Practices and Procedures 833
Terms and conditions and contracts of employment 833; Mobility
clauses 835; Grievances 835; Transfer procedures 836; Promotion
procedures 838; Attendance management 838; Equal opportunity
840; Ethnic monitoring 841; Managing diversity 842; Age and
employment 843; Sexual harassment 843; Smoking 846;
Substance abuse at work 846; AIDS 848
46 Personnel Information and Record Systems ^4
Introduction 849; Benefits of a computerized personnel
information system (CPIS) 850; Information technology strategy
for a CPIS 850; Developing a CPIS 853; Examples of CPIS
applications 856; Manual records 863
Contents
Appendices 865
Appendix A Personnel job descriptions 867
Personnel director 867; Personnel manager 868; Personnel officer
870
Appendix B Generic role definitions 874
Managers 874; Team leaders 874
Appendix C Personnel forms 877
Application form 877; Performance management forms 881;
Personnel record forms 888
Appendix D Training techniques 892
On the job training techniques 892; On or off the job training
techniques 894; Off the job training techniques 898
Appendix E Personnel procedures 904
Grievance procedure 904; Disciplinary procedure 905;
Redundancy procedure 906; Promotion policy and procedure
909
References 910
Subject Index 928
Author Index 956
15
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| id | DE-604.BV011071754 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T18:03:31Z |
| institution | BVB |
| isbn | 0749420286 |
| language | English |
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| spelling | Armstrong, Michael Verfasser aut A handbook of personnel management practice Michael Armstrong Personnel management practice 6. ed. London Kogan Page 1996 959 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Ab 7. Aufl. u.d.T.: Armstrong, Michael: A handbook of human resource management practice Personnel management Handbooks, manuals, etc Humanvermögen (DE-588)4240300-5 gnd rswk-swf Personalentwicklung (DE-588)4121465-1 gnd rswk-swf Personalwesen (DE-588)4076000-5 gnd rswk-swf Personalwesen (DE-588)4076000-5 s DE-604 Humanvermögen (DE-588)4240300-5 s Personalentwicklung (DE-588)4121465-1 s 1\p DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007416199&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Armstrong, Michael A handbook of personnel management practice Personnel management Handbooks, manuals, etc Humanvermögen (DE-588)4240300-5 gnd Personalentwicklung (DE-588)4121465-1 gnd Personalwesen (DE-588)4076000-5 gnd |
| subject_GND | (DE-588)4240300-5 (DE-588)4121465-1 (DE-588)4076000-5 |
| title | A handbook of personnel management practice |
| title_alt | Personnel management practice |
| title_auth | A handbook of personnel management practice |
| title_exact_search | A handbook of personnel management practice |
| title_full | A handbook of personnel management practice Michael Armstrong |
| title_fullStr | A handbook of personnel management practice Michael Armstrong |
| title_full_unstemmed | A handbook of personnel management practice Michael Armstrong |
| title_short | A handbook of personnel management practice |
| title_sort | a handbook of personnel management practice |
| topic | Personnel management Handbooks, manuals, etc Humanvermögen (DE-588)4240300-5 gnd Personalentwicklung (DE-588)4121465-1 gnd Personalwesen (DE-588)4076000-5 gnd |
| topic_facet | Personnel management Handbooks, manuals, etc Humanvermögen Personalentwicklung Personalwesen |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007416199&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT armstrongmichael ahandbookofpersonnelmanagementpractice AT armstrongmichael personnelmanagementpractice |