Contemporary human resource management: text and cases
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Harlow [u.a.]
Pearson
2013
|
| Ausgabe: | 4. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Previous edition: Harlow: Financial Times Prentice Hall, 2009. - Includes bibliographical references and index |
| Beschreibung: | XIX, 635 S. Ill., graph. Darst. 27 cm |
| ISBN: | 9780273757825 9780273780519 |
Internformat
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Datensatz im Suchindex
| _version_ | 1804150313831104512 |
|---|---|
| adam_text | Titel: Contemporary human resource management
Autor: Redman, Tom
Jahr: 2013
CONTENTS
Case studies and exercises xi
Editors xiv
Contributors xv
Acknowledegments xvii
PART 1
FUNDAMENTALS OF
HUMAN RESOURCE
MANAGEMENT
CHAPTER 1
HUMAN RESOURCE MANAGEMENT:
A CONTEMPORARY PERSPECTIVE 4
Tom Redman and Adrian Wilkinson 4
Introduction 4
The development of HRM 5
The new HRM? 6
The changing context of work 7
Strategy and HRM 9
Performance and HRM 11
The changing role of HRM 14
The book 18
Case study 1.1 20
Case study 1.2 26
Bibliography 30
CHAPTER 2
HUMAN RESOURCE MANAGEMENT
AND ORGANISATIONAL PERFORMANCE:
IN SEARCH OF THE HR ADVANTAGE 41
Nicholas Kinnie and Juani Swart 41
Introduction 41
Strategy and HRM 42
HR and organisational performance:
our approach and some background 44
Human resource advantage 46
Human capital advantage 47
Organisational process advantage 56
Changing ways of working: the challenge to linking
HR practices and organisational performance 61
Conclusions and implications 63
Case study 2.1 65
Case study 2.2 68
Case study 2.3 72
Bibliography 74
CHAPTER 3
RECRUITMENT 84
Scott Hurrell and Dora Scholarios 84
Introduction 84
The external environment 85
The organisation 92
The job 95
Pre-recruitment activities 96
Recruitment methods 99
The need for an applicant perspective 103
Conclusions 104
Case study 3.1 105
Case study 3.2 107
Case study 3.3 108
Bibliography 109
CHAPTER 4
SELECTION 117
Dora Scholarios 117
Introduction 117
A brief overview of psychometric quality 118
The what and how of selection 119
Summary of trends 127
What do organisations actually do? 128
Explaining practice 129
Conclusions and implications for HRM 136
Case study 4.1 138
Case study 4.2 139
Case study 4.3 139
Case study 4.4 140
Bibliography 144
CHAPTER 5
TRAINING AND DEVELOPMENT 151
Irena Grugulis 151
Introduction 151
The case for training and development 152
Voluntarist and regulated approaches:
international practice 153
Training and development in the workplace 155
Personal qualities and generic skills 158
The disadvantages of training and development 160
Skill and performance 162
Re-thinking training and development 163
Discussion and Conclusions 164
Case study 5.1 166
Case study 5.2 166
Case study 5.3 168
Bibliography 170
CHAPTER 6
REWARD MANAGEMENT
Mark W. Gilman
Introduction
Why pay systems vary
Paying for performance: variable pay
Pay for performance: How strategic is it?
Discussion
Case study 6.1
Case study 6.2
Bibliography
CHAPTER 7
PERFORMANCE APPRAISAL
Tom Redman
Introduction
Development of performance appraisal
The practice of performance appraisal
Recent developments in performance appraisal
Problems of performance appraisal
Conclusions
Case Study 7.1
Case study 7.2
Bibliography
CHAPTER 8
INDUSTRIAL RELATIONS
Nicolas Bacon
Introduction
Management approaches to industrial relations
Why employees join unions
The decline of joint regulation
The implications of declining joint regulation
Non-union workplaces
Non-union employee representation
Partnership with unions
Union organising and new types of union
representatives
Conclusions
Case study 8.1
Bibliography
CHAPTER 9
LINE MANAGERS AND HRM
Douglas W.S. Renwick
Introduction
Developments in the literature
Questions emerging
Challenges arising
Future research
Using theory to explain the
HRM behaviours of LMs
Conclusions
Case study 9.1
Case study 9.2
Case study 9.3
Bibliography
CHAPTER 10
176 ORGANISATIONAL AND
CORPORATE CULTURE 290
176 Alistair Cheyne and John Loan-Clarke 290
177 Introduction 290
187 The concept of culture 291
195 Organisational culture 291
197 Categorisations of culture 295
199 Assessing organisational culture 298
205 Culture and organisational performance 299
207 Organisational culture and human
resource management 300
Is culture change feasible? 308
212 Conclusions 309
Case study 10.1 311
212 Case study 10.2 311
212 Case study 10.3 312
214 Case study 10.4 313
214
218 Bibliography 319
223
225
227 PART 2
CONTEMPORARY
THEMES AND
243 ISSUES
243
243
244 CHAPTER 11
245 INTERNATIONAL HRM 332
246 Michael Dickmann 332
248 Introduction 332
250 Historical development of the multinational
251 organisation 333
252 The mindsets of senior leaders 333
Competitive challenges and international
253 HRM configurations 335
254 Global expansion of MNCs and international
256 HRM implications 338
258 Strategic international HRM in MNCs 340
International HRM policies and
practices - working abroad 340
264 Adjustment to the local environment 347
264 International reward management 348
264 Career capital during the assignment 352
266 Summary 354
271 Case study 11.1 356
273 Case study 11.2 359
274 Bibliography 361
275 CHAPTER 12
276 COMPARATIVE HUMAN
277 RESOURCE MANAGEMENT 366
280 Geoffrey Wood and David G. Collings 366
281 Introduction 366
282 Convergence or divergence in HRM systems 368
Empirical ways of understanding diversity
Conclusion
Case study 12.1
Case study 12.2
Case study 12.3
Case study 12.4
Bibliography
CHAPTER 13
UNDERSTANDING AND MANAGING CAREERS
IN CHANGING CONTEXTS
Dulini Fernando, Laurie Cohen
and Amal El-Sawad
Introduction
Diverse understandings of career
Sociological and psychological approaches
to the study of career
Interpretivism
Career success
The changing nature of careers?
Gender and career
Careers and ageing
Organisational career management
Conclusion
Case study 13.1
Case study 13.2
Case study 13.3
Bibliography
CHAPTER 14
MANAGING DIVERSITY
Catherine Cassell
Introduction
The managing diversity context
General principles and activities
Implementing Diversity Initiatives
Global diversity management
Do diversity initiatives deliver?
Conclusion
Case study 14.1
Case study 14.2
Case study 14.3
Bibliography
CHAPTER 15
WORK-LIFE BALANCE: NATIONAL REGIMES,
ORGANISATIONAL POLICIES AND INDIVIDUAL
CHOICES
Gill Kirton
Introduction
Work-life balance discourses
The national context of work-life
balance
Work-life balance and the workplace
Individual choice and work-life
balance
Conclusion
Case study 15.1 454
Case study 15.2 456
Case study 15.3 456
Bibliography 458
CHAPTER 16
DOWNSIZING 461
Tom Redman, Adrian Wilkinson
and Alankrita Pandey 461
Introduction 461
Downsizing: the reality of HRM? 462
Complexity of downsizing 465
Methods of downsizing 466
Alternatives to redundancy 468
The redundancy process 470
Conclusion 475
Casestudy 16.1 477
Bibliography 479
CHAPTER 17
EMPLOYEE PARTICIPATION 486
Tony Dundon and Adrian Wilkinson 486
Introduction 486
Defining participation 487
The context for employee participation 488
A framework for analysing
employee participation 489
Employee participation in practice 490
The meanings and impact of participation 493
Employee participation and the EU 494
Conclusions 497
Case study 17.1 499
Case study 17.2 500
Case study 17.3 501
Bibliography 503
CHAPTER 18
KNOWLEDGE MANAGEMENT AND
HUMAN RESOURCE MANAGEMENT 509
Donald Hislop 509
Introduction 509
Social context: The growing importance
of knowledge 510
Defining knowledge work 510
Why worker motivation is key to achieving
participation in knowledge
management initiatives 512
The organisational climate and workers
attitudes to knowledge management
initiatives 513
HRM practices to support knowledge
management initiatives 515
Case study 18.1 521
Case study 18.2 524
Bibliography 526
375
376
377
378
379
382
383
388
388
388
389
390
395
397
398
400
402
403
406
407
407
409
411
418
418
418
419
421
422
424
425
428
430
432
434
435
440
440
440
441
442
447
451
453
CHAPTER 19
EMPLOYMENT ETHICS 531
Peter Ackers 531
Introduction 531
Ethical theories: enter the moral maze 532
An employment ethics agenda 535
Shaping an ethical workplace 537
A brief history of ethical employment
management 539
The advent of HRM 541
Conclusion: three fallacies of HRM ethics 543
Case study 19.1 546
Case study 19.2 549
Bibliography 549
CHAPTER 20
EMOTION AT WORK 553
Philip Hancock and Melissa Tyler 553
Introduction 553
The emotional turn: key concepts and issues 555
Emotion in management theory and practice 556
Critical perspectives on emotion 560
Conclusion 567
Case study 20.1 568
Case study 20.2 571
Case study 20.3 572
Bibliography 573
CHAPTER 21
FLEXIBILITY 578
Clare Kelliher 578
Introduction 578
Background 579
Approaches to flexibility 580
Implementation and outcomes 585
Matching employer and employee needs 588
Case study 21.1 590
Case study 21.2 590
Casestudy 21.3 591
Bibliography 594
CHAPTER 22
WORKPLACE BULLYING 599
Sara Branch, Sheryl Ramsay and Michelle Barker 599
Introduction 599
How is workplace bullying defined? 601
The importance of power and dependency
in workplace bullying 602
Identifying workplace bullying behaviours 603
Prevalence of workplace bullying behaviours
and risk groups 604
The effect of workplace bullying on targets 605
The effect of workplace bullying on witnesses 606
The effect of workplace bullying on the
organisation 606
Antecedents of workplace bullying 607
Prevention and Management
of workplace bullying 610
Conclusion 613
Case study 22.1 614
Case study 22.2 617
Case study 22.3 618
Bibliography 619
Index 628
|
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| title | Contemporary human resource management text and cases |
| title_auth | Contemporary human resource management text and cases |
| title_exact_search | Contemporary human resource management text and cases |
| title_full | Contemporary human resource management text and cases Tom Redman and Adrian Wilkinson |
| title_fullStr | Contemporary human resource management text and cases Tom Redman and Adrian Wilkinson |
| title_full_unstemmed | Contemporary human resource management text and cases Tom Redman and Adrian Wilkinson |
| title_short | Contemporary human resource management |
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| title_sub | text and cases |
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