Human resource management: a contemporary perspective
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
Harlow u.a.
Pearson Education u.a.
2001
|
| Ausgabe: | 3. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIV, 770 S. graph. Darst. |
| ISBN: | 0273643169 |
Internformat
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Datensatz im Suchindex
| _version_ | 1804128906665525248 |
|---|---|
| adam_text | Contents
Preface x
Plan of the book xi
How to use this book xii
Contributors xiii
Parti
HUMAN RESOURCE MANAGEMENT AND ITS
ORGANISATIONAL CONTEXT i
Introduction to Part 1 3
1 An introduction to human resource management:
strategy, style or outcome 4
Ian Beardwell
Introduction 4
Some assumptions about human resource management 13
The search for the defining characteristics of HRM 15
The origins of human resource management 17
Human resource management: the state of the debate 24
2 Human resource management in context 32
Audrey Collin
Introduction 32
The immediate context of HRM 35
Echoes from the wider context of HRM 42
Ways of seeing and thinking 45
Conclusion . . . and a new beginning? 56
Part 1 Case Study 63
Part 2
RESOURCING THE ORGANISATION 65
Introduction to Part 2 67
3 Human resource management and the labour market 69
Tim Claydon
Introduction 69
Theories of the labour market 70
v
contents
Labour markets in practice 74
Explaining the real world 78
Institutional theories of the labour market 86
The radical approach to institutionalist analysis 88
Labour market theories and the analysis of HRM 89
Controversies: the flexibility debate 97
Conclusion: HRM, flexibility and the labour market 117
4 Human resource planning: control to seduction? 124
Damian O Doherty
Introduction 125
The need for manpower planning 127
Who does manpower planning? 130
The creation of a manpower plan 135
Analysing demand and supply 143
Complications: dynamics and change 146
The management of change: HRP and future directions 149
Assumptions and the field of vision in manpower planning 156
New organisation, teamworking and self development: the emergence of human
resource planning 162
Conclusions 169
5 Job design: signs, symbols and re signations 177
Damian O Doherty
Introduction 178
Taylorism and the degradation of labour 181
Alienation and work 189
Socialisation and orientations to work 193
Human relations revisited: change programmes and job design 197
The flexible worker controversy 202
Contemporary job design: an etymology 208
Teamworking, business process re engineering and aesthetics disorientation,
simulation and re sign? 211
Conclusions 217
6 Recruitment and selection 225
Julie Storey and Mary Wright
Introduction 225
The external context 226
Developments in the systematic approach to recruitment and selection 235
Internal organisational context 251
Conclusions 258
Part 2 Case Study 265
Contents
Part 3
DEVELOPING THE HUMAN RESOURCE 267
Introduction to Part 3 269
7 Learning and development 272
Audrey Collin
Introduction 272
The changing world of work and organisations 273
Learning and development 277
The outcomes and processes of learning 283
The process of development 295
The context of learning 306
The facilitation of learning and development in organisations 310
Conclusions 313
Controversial issues 314
8 Human resource development: the organisation and the national
framework 324
Len Holden
Introduction 324
The need for training 325
Creating a human resource development plan 327
The learning organisation 337
HRD and the national framework for vocational education and training 341
VET in the leading industrialised nations 343
VET in Britain 349
Recent VET developments 355
Controversial issues 360
9 Management development 3r,8
Mike Doyle
Introduction 368
Defining management development 370
Management development and organisational strategy 374
Organisational approaches to management development 377
Organising and implementing management development programmes 386
International management development 400
Controversial issues 408
Part 3 Case Study 431
vii
Contents
Part 4
THE EMPLOYMENT RELATIONSHIP 433
Introduction to Part 4 435
10 The employment relationship and contractual regulation 436
Ian Clark
Introduction 436
The central significance of the employment contract 437
The contract of employment 444
Operational control in the employment relationship 459
Conclusion 469
11 Establishing the terms and conditions of employment 474
Sue Marlow and Julie Storey
Introduction 474
The collective agreement 479
The development of collective bargaining in Britain 480
Changes in collective bargaining since the 1980s 483
Public sector bargaining 487
New Labour, collective bargaining and social partnerships 489
Controversies in HRM and collective bargaining 491
Establishing terms of employment in small firms 493
Managing labour in organisations without union recognition 496
12 Reward and performance management 506
Ian Roberts
Introduction 506
Theoretical foundations 507
A strategic perspective on reward 510
Reward philosophy 511
Reward structures and schemes 511
Performance related pay 523
The importance of fairness 530
Employee benefits and recognition schemes 532
Contingency theory 536
Executive pay 537
Performance management 538
Psychological contracts 545
International remuneration policies 547
Conclusion 549
13 Employee involvement and empowerment 559
Len Holden
Introduction 559
HRM and employee involvement 561
Employee involvement and communication 564
Empowerment 574
viii
Contents
Controversy: does employee involvement work? The case of TQM 579
International aspects of employee involvement 582
14 Human resource management in the public sector 598
Trevor Colling
Introduction 598
The golden era : Morrisonian organisations and model employment 600
Changing policy contexts: markets to modernisation 602
The changing nature of the model employer 608
Conclusions 617
Part 4 Case Study 627
Part5
INTERNATIONAL HUMAN RESOURCE MANAGEMENT 629
Introduction to Part 5 631
15 International human resource management 633
hen Holden
Introduction 633
International HRM: some attempts at definition 634
Approaches to international and comparative HRM: convergence and divergence,
the study of comparative HRM 634
Comparative HRM 647
International HRM 657
Conclusion 671
16 Human resource management and Europe 679
hen Holden
Introduction 679
European Union issues 680
The Social Charter 685
Eastern Europe 699
17 Human resource management in Asia 708
hen Holden and Linda Glover
Introduction 708
Japan: economic growth and HRM 710
China: economic growth and HRM 717
Hong Kong: economic growth and HRM 727
South Korea: economic growth and HRM 729
Singapore: economic growth and HRM 734
Part 5 Case Study 742
Glossary of terms and abbreviations 745
Index 751
ix
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| spellingShingle | Human resource management a contemporary perspective Personalwesen (DE-588)4076000-5 gnd Management (DE-588)4037278-9 gnd Humanvermögen (DE-588)4240300-5 gnd Personalpolitik (DE-588)4045269-4 gnd Personalentwicklung (DE-588)4121465-1 gnd Humankapital (DE-588)4160783-1 gnd |
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| title | Human resource management a contemporary perspective |
| title_auth | Human resource management a contemporary perspective |
| title_exact_search | Human resource management a contemporary perspective |
| title_full | Human resource management a contemporary perspective ed. by Ian Beardwell ... |
| title_fullStr | Human resource management a contemporary perspective ed. by Ian Beardwell ... |
| title_full_unstemmed | Human resource management a contemporary perspective ed. by Ian Beardwell ... |
| title_short | Human resource management |
| title_sort | human resource management a contemporary perspective |
| title_sub | a contemporary perspective |
| topic | Personalwesen (DE-588)4076000-5 gnd Management (DE-588)4037278-9 gnd Humanvermögen (DE-588)4240300-5 gnd Personalpolitik (DE-588)4045269-4 gnd Personalentwicklung (DE-588)4121465-1 gnd Humankapital (DE-588)4160783-1 gnd |
| topic_facet | Personalwesen Management Humanvermögen Personalpolitik Personalentwicklung Humankapital Aufsatzsammlung |
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