Critical issues in human resource management:
Gespeichert in:
| Weitere Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London
Chartered Institute of Personnel and Development
2010
|
| Online-Zugang: | Inhaltsverzeichnis Inhaltsverzeichnis |
| Beschreibung: | XV, 445 S. graph. Darst. |
| ISBN: | 9781843982425 1843982420 |
Internformat
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Datensatz im Suchindex
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| adam_text | Titel: Critical issues in human resource management
Autor: Roper, Ian
Jahr: 2010
Contents
List of boxes, tables and figures x
Acknowledgements xi
Notes on contributors xii
Chapteri Introduction 1
lan Roper, Rea Prouska, Uracha Chatrakul Na Ayudhya
Purpose of the book 1
Scope of the book 2
What is meant by critica! ? 3
Critical case scenarios 4
Chapter format 6
Structure of the book 6
PART ONE: THE INFLUENCES ON AND SHAPERS OF HR STRATEGY 11
Chapter 2 Ethics (1): Corporate Governanceand HRM 13
Sepideh Parsa
Introduction 14
Definitions and concepts 14
UK regulatory perspectives 18
Theoretical perspectives 20
Implications for HRM 24
Conclusion 26
Chapter 3 Ethics (2): Corporate Social Responsibility and HRM 29
Elizabeth Cotton
Introduction 30
Paradigm shifts 31
CSR and employees 32
Extemalisation: contract and agency work 37
Conclusion 39
Chapter 4 Managing HR in Different National Contexts 43
GeoffWood
Introduction 44
Comprehending culture and institutions 45
Cultural accounts and HRM in practice 47
Institutional accounts 49
Conclusion 56
Chapter 5 Technology and Work: Is the Future Certain? 59
Martin Upchurch
Introduction 60
Virtual communication in the workplace 61
The HRM function and ICT 65
Conclusion 72
Permissions 74
Chapter 6 Employment Relations, Finance and the Corporation 75
John Grahl
Introduction 76
Berle and Means 78
The rise of technocracy 80
The reign of finance 82
The drive for shareholder value 83
The debacle and after 86
Intangible capital and the network enterprise 87
Conclusion 89
Chapter 7 Politics, the Regulatory Environment and HRM 92
Phil James and lan Roper
Introduction 93
Mechanisms for regulating employment 94
Perspectives on employment regulation 98
Conclusion 106
Chapter 8 HRM and Socio-demographics: Age Diversity and the
Future Workforce 109
Matt Flynn and Michael Muller-Camen
Introduction 110
What do older workers want from work? 111
Employers age management practices 114
Disseminating age diversity policies 120
Conclusion 122
Chapter 9 Critical Issues in Managing the Business Environment 125
Anne Daguerre
Introduction 127
Strategy and human resource management 128
The PEST model and its derivatives 129
Conclusion 137
PARTTWO: HR PROCESSESAND PRACTICES 141
Chapter 10 Critical Issues in People Resourcing (1): Reconceptualising
Employee Performance 143
Sebastian Fuchs
Introduction 144
Job performance in organisations 144
Conceptualising job performance in organisations 145
Conclusion 158
Chapter n Critical Issues in Peopte Resourcing (2): The Dilemmas with
Outsourcingand Offshoring 161
Rea Prouska
Introduction 162
Defining outsourcing and offshoring 164
Rationale foroutsourcing 165
Rationale for offshoring 172
Conclusion 175
Permissions 177
Chapter 12 Critical Issues in Employee Relations (1): From Employee
Consent to Employee Engagement 178
Susie Leigh and lan Roper
Introduction 180
Unitarism, pluralism, collectivism and individualism 181
Towards a notion of employee engagement 187
Conclusion 192
Chapter 13 Critical Issues in Employee Relations (2): Global Unions 195
Richard Croucher
Introduction 196
Global labour standards: the ILO conventions 196
Multinationals and the regulation of global labour 197
Employee representation at local and global levels 199
International framework agreements 204
Company-GUF dialogues: a case study 205
Conclusion 209
Chapter 14 Critical Issues in Learning and Development: Beyond the
LearningOrganisation 212
Mary Hartog
Introduction 213
The idea of the learning organisation 214
A critique of the learning organisation 219
What do we understand by learning? 221
Learning as a social process 222
What do we need from the HRD and OD practitioner? 224
Conclusion 226
Chapter 15 Critical Issues in Reward Management: Is the New Pay
Still New? 229
GeoffWhite
Introduction 230
The rise of the reward management paradigm 231
Management discretion versus employee voice 233
Equity versus market 234
Emerging issues 237
Conclusion 242
Chapter 16 Critical Issues in Equality and Diversity (1): Gender Equity
and the Myths of the Work-life Balance Narrative 244
Uracha Chatrakul Na Ayudhya and Suzan Lewis
Introduction: WLB as a narrative 246
WLB, gender equity and gendered organisations 247
Myths about WLB 250
Policy versus practises: the HRM implementation gap 254
Moving beyond the HRM implementation gap 256
Conclusion 259
Chapter 17 Critical Issues in Equality and Diversity (2): Defining and
Challenging Institutional Racism 261
Doirean Wilson
Introduction 262
Race, migration and demography 263
Racism in employment 265
Patterns of race discrimination in employment 268
Institutional racism 269
Challenging institutional racism: promoting workplace
diversity 270
Conclusion 271
Chapter 18 Equality and Diversity (3): Disability Discrimination and the
Modern Workplace 274
Asiya Siddiquee and Uracha Chatrakul Na Ayudhya
Introduction 276
Exploring the Disability Discrimination Act and defining key
terms 278
Implementation and Enforcement of the Disability
Discrimination Act (1995) 280
Critically evaluating disability discrimination in the modem
workplace the modern workplace 286
Conclusion 287
PARTTHREE: CONTEXTUALISING HRM - SECTORAL VIEWS OF HR
PRACTICE 291
Chapter 19 HRM in Manufacturing 293
Lola Peach-Martins and Geoff Wood
Introduction 294
The manufacturing sector in the UK 295
HRM and the nature of employment systems 296
The HR function and line management in manufacturing 301
Conclusion 306
Chapter 20 HRM in Private Services 309
Sebastian Fuchs
Introduction 310
Characteristics of the private service industry 310
Idiosyncrasies of services 313
Perceived service quality, customer satisfaction and
organisational outcomes 314
The concept of service climate 316
Service climate, customer-oriented behaviour and linkages to
perceived service quality 318
Conclusion 323
Chapter 21 HRM in Public Services 326
Miguel Martinez-Lucio and lan Roper
Introduction 327
The public sector and public services 328
The traditions of public sector employment relations 330
Pressure for change: the reshaping of the public sector since
the early 1980S 331
Continuities and change in the IR environment 333
Management strategies and change in a fragmented
environment 335
Conclusion 339
Chapter 22 HRM in the Not-for-profit Sector 341
lan Cunningham
Introduction 343
What is meant by the voluntary sector? 343
The changing state: voluntary sector relationship in the UK 345
Implicationsforthe management of HR in the voluntary
sector 346
Looking to the future 351
Conclusion 353
PART FOUR: CONCLUSIONS 357
Chapter 23 Global Challenges for Development of Human Resources 359
AnilVerma and Clian He
Introduction 359
International movement of labour and growing diversity 361
Precarious work and non-standard employment 365
Work-life balance 367
Lifelong learning 370
Conclusion 373
References 375
Index 439
|
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| discipline | Wirtschaftswissenschaften |
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