A handbook of human resource management practice:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London
Kogan Page
2003
|
| Ausgabe: | 8. ed., repr. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXVI, 981 S. : graph. Darst. |
| ISBN: | 0749433930 |
Internformat
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Datensatz im Suchindex
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| adam_text | I
Contents
List of figures xvii
List of tables xxr
About the author xxiii
Forcivord xxv
PART I THE FOUNDATIONS OF HUMAN RESOURCE MANAGEMENT
1 Human resource management 3
Human resource management defined 3; Aims of HRM 4; Versions
of HRM 5; The development of the HRM concept 7; Models of
HRM 7; Further developments in the concept of HRM 11; Assimilation
of HRM 14; Reservations about HRM 14; HRM and personnel
management 18; Reactions to HRM 21; Key HRM activities 22;
HRM in context 24; Conclusions 28
2 Strategic human resource management 31
Strategic HRM defined 32; Aims of strategic HRM 33; The rationale
for strategic HRM 34; Resource based strategic HRM 34; Approaches
to strategic HRM 35; Limitations to the concept of strategic HRM 40;
Formulating HR strategies 42; Implementing HR strategies 49
vi 1 Contents
3 Intellectual capital: the theory and its practical implications 53
Intellectual capital defined 53; The significance of intellectual capital 54;
Human capital 54; Social capital 60; Organizational capital 61;
Practical implications of intellectual capital theory 61; Human
capital theory and HR practices 62; Practical implications of social
capital theory 64; Practical implications of organizational capital
theory 65; Conclusions 65
PART II THE PRACTICE OF HUMAN RESOURCE MANAGEMENT
4 Role of the HR function 69
Overall role of the HR function 70; Variations in the role of the HR
function 70; Changes in the scope of the function 72; Integrating the
HR contribution 73; Organizing the HR function 74; Shared HR
services 76; The respective roles of HR and line management 77;
Marketing the HR function 80; Preparing, justifying and protecting
the HR budget 81; Outsourcing HR work 82; Using management
consultants 84
5 Role of the HR practitioner 87
What is expected from HR professionals 87; Activities 88; Gaining
support and commitment 89; Roles 92; Models of HR management
roles 97; Ambiguities in the role of HR practitioners 99; Conflict in
the HR contribution 101; Ethical considerations 102; Professionalism
in human resource management 104; Competence in HR
management 106; HR professionals as thinking performers 108
6 The contribution of the HR function 109
Contribution to added value 110; Contribution to competitive
advantage 110; The impact of HRM on business performance 111
7 Evaluating the HR function 117
Approaches to evaluation 117; Overall methods of evaluation 118;
Types of performance measures 119; Evaluation criteria 119; Practical
methods of evaluation 120; Preferred approach 127; Auditing the HR
function 128
Contents I vii
8 International human resource management 129
International human resource management defined 129; The challenge
of international human resource management 129; Characteristics of
international human resource management 130; The context of
international human resource management 131; HR policies 134;
Employment policies 135; Recruitment and selection 136; Career
planning 137; International employee development 137; Managing
expatriates 138; Realistic previews 139
PART III ORGANIZATIONAL BEHAVIOUR
9 Characteristics of people 143
Individual differences 143; Attitudes 148; Influences on behaviour
at work 148; Attribution theory how we make judgements about
people 149; Orientation to work 150; Roles 151; Implications for HR
specialists 152
10 Motivation 155
The process of motivation 156; Types of motivation 157; Motivation
theory 158; Instrumentality theory 158; Content (needs) theory 159;
Process theory 160; Herzberg s two factor model 164; Summary of
motivation theories 165; The relationship between motivation and
performance 165; Motivation and money 165; Motivation strategies 168
11 Commitment 171
The meaning of commitment 171; The significance of
commitment 172; Problems with the concept of commitment 173;
Commitment and mutuality 175; Developing a commitment strategy
177; The contribution of HR to developing commitment 180
12 How organizations function 183
Basic considerations 183; Organization theories 183; Organization
structure 188; Types of organization 189; Organizational processes 192
13 Organizational culture 203
Definitions 203; The significance of culture 205; How organizational
culture develops 205; The diversity of culture 206; The components of
culture 206; Classifying organizational culture 208; Assessing
organizational culture 210; Measuring organizational climate 211;
Appropriate cultures 212; Supporting and changing cultures 213
viii 1 Contents
PART IV WORK AND EMPLOYMENT
14 The nature of work 219
What is work? 219; Theories about work 220; Organizational factors
affecting work 222; Changing patterns of work 224; Unemployment 225;
Career expectations 226; Attitudes to work 226
15 The employment relationship 227
The employment relationship defined 227; Nature of the employment
relationship 227; Basis of the employment relationship 229; Defining
the employment relationship 229; Significance of the employment
relationship concept 230; Changes in the employment relationship 230;
Managing the employment relationship 230; Trust and the employment
relationship 232
16 The psychological contract 237
The psychological contract defined 237; The significance of the
psychological contract 239; The nature of the psychological contract 240;
The changing nature of the psychological contract 241; The state of the
psychological contract 244; How psychological contracts develop 245;
Developing and maintaining a positive psychological contract 246
PARTV ORGANIZATION, JOBS AND ROLES
17 Organization design 249
The process of organizing 249; Aim 250; Conducting organization
reviews 251; Organization analysis 251; Organization diagnosis 252;
Organization planning 254; Who does the work? 255
18 Organizational development, change and transformation 257
What is organizational development? 257; Organization development
258; Change management 263; Organizational transformation 271;
Development and change processes 275
19 Job and role design 277
Jobs and roles 277; Factors affecting job design 278; Job design 280;
Job enrichment 282; Self managing teams 284; High performance
work design 284; Role building 285
Contents 1 ix
PART VI HUMAN RESOURCE MANAGEMENT PROCESSES
20 HRM policies 289
What are HR policies? 289; Why have HR policies? 289;
Do policies need to be formalized? 290; HR policy areas 290;
Formulating or revising policies 296
21 Competency related human resource management 299
The concepts of competency and competence 300; The constituents of
competency 302; Types of competencies 303; Describing competencies
305; Using the concept 307; Emotional intelligence 310
22 Knowledge management 311
Knowledge management defined 312; The concept of knowledge 313;
Types of knowledge 313; The purpose and significance of knowledge
management 314; Approaches to knowledge management 314;
Knowledge management issues 316; The contribution of HR to
knowledge management 318
23 Analysing and describing jobs and roles 325
Definitions 326; Job analysis 327; Role analysis 336; Skills analysis 336;
Competence analysis 339; Job descriptions 345; Role profiles 350
PART VII EMPLOYEE RESOURCING
Employee resourcing defined 353; Employee resourcing and HRM 353;
Plan 355
24 Human resource planning 357
The role of human resource planning 357; Aims of human resource
planning 362; The process of human resource planning 362; Resourcing
strategy 364; Scenario planning 365; Estimating future human resource
requirements 366; Labour turnover 368; Action planning 375; The
contribution of HR to human resource planning 383
x I Contents
25 Recruitment and selection 385
The recruitment and selection process 385; Defining requirements 386;
Attracting candidates 390; Advertising 392; Internet recruiting 395;
Outsourcing recruitment 397; Educational and training
establishments 398; Sifting applications 399; Selection methods 403;
Types of interviews 403; Assessment centres 404; Graphology 405;
Choice of selection methods 405; Improving the effectiveness of
recruitment and selection 407; References, qualifications and offers 407;
Final stages 410
26 Selection interviewing 411
Purpose 411; Advantages and disadvantages of interviews 412;
The nature of an interview 413; Interviewing arrangements 414;
Preparation 416; Timing 416; Planning and structuring interviews 416;
Interviewing approaches 418; Interview techniques starting and
finishing 422; Interviewing techniques asking questions 422;
Selection interviewing skills 429; Coming to a conclusion 431;
Dos and Don ts of selection interviewing 431
27 Selection tests 433
Psychological tests: definition 433; Purpose of psychological tests 433;
Characteristics of a good test 434; Types of test 435; Interpreting test
results 439; Choosing tests 440; The use of tests in a selection
procedure 440
28 Introduction to the organization 443
Induction defined 443; Why taking care about induction is
important 444; Reception 445; Documentation 446; Company
induction initial briefing 447; Introduction to the workplace 447;
Formal induction courses 448; On the job induction training 449
29 Release from the organization 451
General considerations 451; Redundancy 454; Outplacement 457;
Dismissal 459; Voluntary leavers 462; Retirement 462
Contents I xi
PART VIII PERFORMANCE MANAGEMENT
30 The basis of performance management 467
Performance management defined 467; Purpose of performance
management 469; Principles of performance management 469;
Concerns of performance management 470; Ethical considerations 471;
The scope of performance management 471; Background to performance
management 473; The process of performance management 473;
Conclusion 474
31 Performance management processes 475
Key activities 475; Role profile 477; Performance agreements 477;
Managing performance throughout the year 482; Performance reviews
486; Guidelines for the meeting 488; Performance rating 489;
Documentation 495; Introducing performance management 496;
Monitoring and evaluating performance management 501
32 360 degree feedback 503
360 degree feedback defined 503; Use of 360 degree feedback 504;
Rationale for 360 degree feedback 505; 360 degree feedback
methodology 506; Development and implementation 508; 360 degree
feedback advantages and disadvantages 509; 360 degree feedback
criteria for success 510
PART IX HUMAN RESOURCE DEVELOPMENT
33 Strategic human resource development 515
Strategic HRD defined 515; Strategic HRD aims 516; HRD and
HRM 516; Elements of HRD 516; Human resource development
philosophy 517
34 Organizational learning and the learning organization 519
Organizational learning 520; The learning organization 523
35 How people learn 527
The nature of learning 528; How learning takes place 529;
Requirements for effective learning 536; Informal learning 537;
Workplace learning 538; Continuous learning and development 540;
Self managed learning 541
xii I Contents
36 Training 543
Definition 543; Aim 543; Benefits 544; Understanding training 544;
Training philosophy 545; The process of training 547; Identifying
learning and training needs 551; Planning training programmes 557;
Training techniques 560; Conducting training programmes 562;
Meeting the training needs of special groups 568; Responsibility for
training 569; Evaluating training 570
37 Personal development planning 573
Defined 573; Purpose 573; Focus 574; Personal development planning
the overall process 574; Identifying development needs and wants 576;
Identifying the means of satisfying needs 576; Action planning 577;
Responsibility for personal development planning 578; Introducing
personal development planning 578
38 Management development 579
Aims of management development 579; Impact of management
development 580; The nature and elements of management
development 581; Management development activities 582; Approaches
to management development 583; Emotional intelligence and leadership
qualities 590; Responsibility for management development 592
39 Career management: management succession and career planning 595
Definitions 595; Overall aims 596; The process of career management
596; Career management policies 600; Demand and supply forecasts
603; Succession planning 603; Performance and potential assessment 606;
Recruitment 606; Career planning 606
PARTX REWARD MANAGEMENT
40 Reward management systems 613
Introduction 613; The reward management system 613; Components of a
reward system 614; The elements of reward management 614; General
factors determining pay levels 617; Economic factors affecting pay
levels 618; Aims of reward management the organization s
requirements 620; Reward aims from the employee s point of view 621;
Achieving the aims 621; Reward strategy 622; Reward policy 624;
Developments in reward management 625
Contents I xiii
41 Job evaluation 631
Job evaluation definition and purpose 631; The key features of job
evaluation 632; Basic methodology 633; Job evaluation schemes 634;
Job ranking 634; Job classification 635; Internal benchmarking 636;
Point factor rating 636; Skill based evaluation 642; Competence based
evaluation 643; Market pricing 643; Pros and cons of formal job centred
evaluation 644; Is job evaluation necessary? 645; Introducing job
evaluation 646; Developing a point factor scheme 648; Conducting
the job evaluation exercise 651; Equal value 655
42 Market rate analysis 657
Purpose 657; The concept of the market rate 657; The information
required 658; Job matching 658; Presentation of data 659; Sources of
information 659
43 Pay structures 663
Definition 663; Rationale for pay structures 664; Criteria for pay
structures 664; Types of pay structure 665; Choice of structure 670;
Pay structures for manual workers 673; Integrated pay structures 674;
Rate for age scales 675
44 Contingent pay: paying for performance, competence, skill and 677
contribution
Contingent pay defined 677; The rationale for contingent pay 679;
Contingent pay strategy 680; Criteria for contingent pay 681;
Performance related pay 681; Competence related pay 687; Skill
based pay 689; Contribution related pay 690; Team based pay 693;
Shop floor incentive schemes 694; Organization wide schemes 697;
Choice of approach 698
45 Rewarding special groups: directors, expatriates and sales 701
representatives
Rewarding directors and senior executives 701; Expatriate pay 708;
Sales staff 710
46 Employee benefits, pensions and allowances 713
Employee benefits 713; Occupational pension schemes 715; Allowances
and other payments to employees 718
47 Managing reward systems 719
Reward budgets and forecasts 719; Evaluating the reward system 720;
Pay reviews 722; Control 724; Reward procedures 724; Responsibility
for reward 726; Communicating to employees 727
xiv 1 Contents
PART XI EMPLOYEE RELATIONS
Employee relations defined 729; Plan 730
48 The framework of employee relations 731
The elements of employee relations 732; Industrial relations as a
system of rules 733; Types of regulations and rules 733; Collective
bargaining 734; The unitary and pluralist views 736; The reconciliation
of interests 737; Individualism and collectivism 737; Voluntarism
and its decline 738; The HRM approach to employee relations 739;
The context of industrial relations 740; Developments in industrial
relations 741; The parties to industrial relations 746; Role of the
HR function in employee relations 752
49 Employee relations processes 753
Employee relations policies 754; Employee relations strategies 758;
Employee relations climate 759; Union recognition and de
recognition 761; Collective bargaining arrangements 763; Informal
employee relations processes 769; Other features of the industrial
relations scene 769; Managing with trade unions 772; Managing
without trade unions 774
50 Negotiating and bargaining 777
The nature of negotiating and bargaining 777; Negotiations 778;
Negotiating and bargaining skills 785
51 Involvement and participation 789
Definitions 790; Aims of employee involvement and participation 791;
Forms of employee involvement and participation 792; Varieties of
employee involvement and participation 794; Attitude surveys 796;
Quality circles 798; Suggestion schemes 800; Joint consultation 801;
Works councils 803; Worker directors 804; Incidence of involvement
and participation 804; Requirements for successful employee
involvement and participation 805; Planning for involvement and
participation 806
52 Communications 807
Communication areas and objectives 809; Communications strategy
809; Communication systems 811
Contents : xv
PART XII HEALTH, SAFETY AND WELFARE
53 Health and safety 819
Managing health and safety at work 820; The importance of health
and safety in the workplace 820; Health and safety policies 821;
Conducting risk assessments 822; Health and safety audits 825;
Safety inspections 827; Occupational health programmes 827;
Managing stress 829; Accident prevention 829; Measuring health
and safety performance 830; Communicating the need for better
health and safety practices 831; Health and safety training 832;
Organizing health and safety 832
54 Welfare services 835
Why provide welfare services? 835; What sort of welfare services? 837;
Individual services 838; Group welfare services 841; Provision of
employee welfare services 841; Internal counselling services 842;
Employee assistance programmes 842
PART XIII EMPLOYMENT AND HR SERVICES
55 Employment practices 847
Terms and conditions and contracts of employment 848; Mobility
clauses 850; Transfer practices 850; Promotion practices 851; Attendance
management 852; Equal opportunity 854; Ethnic monitoring 855;
Managing diversity 856; The Data Protection Act 857; Age and
employment 857; Sexual harassment 858; Smoking 860; Substance
abuse at work 861; Bullying 862; AIDS 862; Dress codes 863; E mails 863
56 HRM procedures 865
Grievance procedure 866; Disciplinary procedure 867; Capability
procedure 869; Redundancy procedure 871
57 Computerized human resource information systems 875
What do computers do? 875; Benefits of a computerized human
resource information system 875; HR information strategy 876;
The functions of a computerized HR system 877; Rating of system
features 878; An effective system 878; Problems and how to deal with
them 879; Developing an information system 880; Examples of
applications 883; Auditing the system 890
xvi 1 Contents
APPENDICES
Appendix A Training techniques 891
Appendix B Example of an attitude survey 907
References 911
Subject index 943
Author index 975
List of figures
1.1 The HR cycle 8
1.2 The Harvard framework for HRM 9
2.1 A linear strategic HRM model 41
5.1 Types of personnel management 98
5.2 The changing role of the HR practitioner 100
5.3 HR competence framework 106
6.1 A model of the HR shareholder value relationship 113
6.2 Links between HRM practices and performance 115
10.1 The process of motivation 157
12.1 Channels of communication within groups 193
15.1 Dimensions of the employment relationship 228
16.1 A model of the psychological contract 241
21.1 Competency based integrated HR management 308
23.1 Job description for an HR director 347
23.2 Generic role profile for team leaders 352
24.1 The process of HR planning 363
24.2 A survival curve 371
25.1 Person specification for an HR officer 388
25.2 Example of application form (compressed) 401
25.3 Accuracy of some methods of selection 406
xviii I List of figures
26.1 Part of a critical incident interview for sales people 420
26.2 Behavioural based interview set 421
27.1 A normal curve 439
31.1 The performance management cycle 476
31.2 The performance management cycle at Halifax 481
31.3 The EFQM model 482
31.4 Performance management and review form 497
32.1 360 degree feedback model 504
32.2 360 degree feedback profile 507
34.1 Single and double loop learning 521
34.2 Managing learning to add value; the learning cycle 522
35.1 A standard learning curve 530
35.2 Different rates of learning 531
35.3 A stepped learning curve 532
35.4 The Kolb learning cycle 534
35.5 The learning to learn cycle 536
36.1 The process of planned training 550
36.2 The training gap 552
36.3 Training needs analysis areas and methods 553
36.4 Example of a learning specification 556
37.1 The process of personal development planning 575
38.1 The strategic impact of management development 581
38.2 Management development benchmark statements 584
39.1 The process of career management 597
39.2 Career progression curves 598
39.3 Progress analysis 599
39.4 Demand and supply models 604
39.5 Competence band career progression system 608
40.1 A reward system 617
40.2 Developments in reward management 625
40.3 The components of total reward 626
41.1 Examples of a definition of a factor and its levels 639
41.2 Job evaluation programme 650
43.1 A graded pay structure 665
43.2 Conversion of a traditional graded structure into a 666
broad banded structure
43.3 A job family structure with differing levels 668
43.4 A pay spine 670
44.1 Contingent pay strategy 680
List of figures i xix
44.2 A pay matrix 682
44.3 Paying for contribution model 692
48.1 Employee relations: reconciliation of interests 738
50.1 Negotiating range within a settlement range 781
50.2 Negotiating range with a negotiating gap 782
50.3 Stages of a negotiation 783
51.1 Scale of participation 795
List of tables
2.1 HRM best practices 38
2.2 Linking HR and competitive strategies 46
2.3 Common elements in HR strategy areas 48
10.1 Summary of motivation theories 166
10.2 Motivation strategies 169
23.1 Example of a job analysis rating scale 333
23.2 Positive Analysis Questionnaire example of benchmark 334
scale for an element
24.1 Survival rate analysis 371
24.2 Leavers by length of service 373
35.1 Characteristics of formal and informal learning 538
36.1 Options in training delivery 561
39.1 Management succession schedule 605
41.1 A factor plan 640
41.2 Example of a job evaluation score 640
43.1 Comparison of pay structures 672
44.1 Contribution pay matrix 693
44.2 Comparison of contingent pay schemes 700
48.1 Contrasting dimensions of industrial relations and HRM 739
52.1 Communication areas and objectives 810
57.1 Computer system problems and solutions 879
|
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| genre | 1\p (DE-588)4123623-3 Lehrbuch gnd-content |
| genre_facet | Lehrbuch |
| id | DE-604.BV014906456 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T19:08:40Z |
| institution | BVB |
| isbn | 0749433930 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-010077315 |
| oclc_num | 249072767 |
| open_access_boolean | |
| owner | DE-N2 |
| owner_facet | DE-N2 |
| physical | XXVI, 981 S. : graph. Darst. |
| publishDate | 2003 |
| publishDateSearch | 2003 |
| publishDateSort | 2003 |
| publisher | Kogan Page |
| record_format | marc |
| spelling | Armstrong, Michael Verfasser aut A handbook of human resource management practice Michael Armstrong 8. ed., repr. London Kogan Page 2003 XXVI, 981 S. : graph. Darst. txt rdacontent n rdamedia nc rdacarrier Personalentwicklung - Humanvermögen Personalwesen (DE-588)4076000-5 gnd rswk-swf Personalentwicklung (DE-588)4121465-1 gnd rswk-swf Humanvermögen (DE-588)4240300-5 gnd rswk-swf Führung (DE-588)4018776-7 gnd rswk-swf Personalpolitik (DE-588)4045269-4 gnd rswk-swf 1\p (DE-588)4123623-3 Lehrbuch gnd-content Humanvermögen (DE-588)4240300-5 s Personalentwicklung (DE-588)4121465-1 s DE-604 Führung (DE-588)4018776-7 s Personalpolitik (DE-588)4045269-4 s 2\p DE-604 Personalwesen (DE-588)4076000-5 s 3\p DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=010077315&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 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 3\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Armstrong, Michael A handbook of human resource management practice Personalentwicklung - Humanvermögen Personalwesen (DE-588)4076000-5 gnd Personalentwicklung (DE-588)4121465-1 gnd Humanvermögen (DE-588)4240300-5 gnd Führung (DE-588)4018776-7 gnd Personalpolitik (DE-588)4045269-4 gnd |
| subject_GND | (DE-588)4076000-5 (DE-588)4121465-1 (DE-588)4240300-5 (DE-588)4018776-7 (DE-588)4045269-4 (DE-588)4123623-3 |
| title | A handbook of human resource management practice |
| title_auth | A handbook of human resource management practice |
| title_exact_search | A handbook of human resource management practice |
| title_full | A handbook of human resource management practice Michael Armstrong |
| title_fullStr | A handbook of human resource management practice Michael Armstrong |
| title_full_unstemmed | A handbook of human resource management practice Michael Armstrong |
| title_short | A handbook of human resource management practice |
| title_sort | a handbook of human resource management practice |
| topic | Personalentwicklung - Humanvermögen Personalwesen (DE-588)4076000-5 gnd Personalentwicklung (DE-588)4121465-1 gnd Humanvermögen (DE-588)4240300-5 gnd Führung (DE-588)4018776-7 gnd Personalpolitik (DE-588)4045269-4 gnd |
| topic_facet | Personalentwicklung - Humanvermögen Personalwesen Personalentwicklung Humanvermögen Führung Personalpolitik Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=010077315&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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