Verfügbarkeit: Managing human resources

Managing human resources:

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1. Verfasser:	Stone, Raymond J. (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Milton Wiley 2013
Ausgabe:	4. ed.
Schlagworte:	Personalpolitik Australien
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	XVIII, 726 S. zahlr. Ill.
ISBN:	9780730302551

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MARC


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Datensatz im Suchindex

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adam_text	Titel: Managing human resources Autor: Stone, Raymond J Jahr: 2013 About the author xi About the contributors xi Preface xii AHRI student membership xii How to use this book xiv Acknowledgements xvii PART 1 Introducing HRM 1 1 Strategic human resource management 3 What is human resource management? 4 RESEARCH FLASH High-commitment HR practices, employee effort and firm performance 5 HRM and management 8 Approaches to HRM 9 * NEWSBREAK Mars and Venus in closer orbit 10 The multiple roles of the HR manager 11 Strategic partner 12 HR functional expert 13 Employee advocate 14 * LETTER TO THE EDITOR The realities of HRM 14 Agent for change and cultural transformation 15 Talent manager 15 Organisation ambassador 15 Board and senior executive resource 15 Legal adviser 16 HRM activities 16 HRM, productivity and organisation performance 18 Ethical issues and HRM 20 Whistleblowing 20 Strategy 22 What is strategy? 22 Organisational stakeholders 22 Strategic intent 25 What is strategic management? 25 Conflict, politics and strategic change 28 Types of strategies 29 Choosing strategies 31 The need for HRM strategies 31 * PRACTITIONER SPEAKS The value of HR strategy 32 The aims of HRM strategies 32 Strategic organisation and strategic HRM objectives 33 Strategic HRM objectives and plans 34 HRM policies and procedures 34 A strategic approach to HRM 35 Assessment of influences 36 Evaluating HRM objectives, policies and practices 40 HRM outcomes and performance 40 Employee engagement 43 The HRM challenge 44 Summary 44 « STUDENT STUDY GUIDE 45 2 Human resource planning 61 Human resource planning and strategic HRM planning 62 The importance of human resource planning 62 The purpose of HR planning 63 Scarcity of talent 63 * NEWSBREAK Working-class boganism stealing our best and brightest 65 Short-term versus long-term needs 66 Environmental influences and HR planning 66 Globalisation 67 Multigenerational workforce 67 Women in the workforce 69 Academic standards 69 Other environmental influences 70 Approaches to HR planning 70 The quantitative approach 70 The qualitative approach 72 Forecasting human resource availability 73 Forecasting the supply of infernal human resources 73 * LETTER TO THE EDITOR Too much old blood in the company 78 Factors affecting the external supply of human resources 79 The ageing population 80 « RESEARCH FLASH People at work — baby boomers versus generation X 80 Exit management 83 Exit management fairness 84 Exit management planning 85 Exit interview 86 Requirements for effective HR planning 86 Summary 87 * STUDENT STUDY GUIDE 88 3 Human resource information management systems 95 Strategic HRM and human resource information management systems 96 Computerisation through the payroll 97 Use of HRIMS 99 The flexibility of HRIMS 100 * RESEARCH FLASH H RIMS brings efficiency 101 The confidentiality of HRIMS 101 Legal and management concerns 102 • NEWSBREAK Facebook and the boss 103 • LETTER TO THE EDITOR Privacy invasion gone too far 104 Computerising the HR department: the decision-making process 105 Outsourcing 106 Cloud computing 107 Resolution of key issues 108 Relationship with the information technology department 109 « PRACTITIONER SPEAKS Out of your system 109 Relationship with other departments 110 Hardware issues 110 HRM and the internet 112 Evaluating the HRIMS 112 Summary 113 * STUDENT STUDY GUIDE 114 4 Human resource management and the law 121 HRM and the law 122 Employee or contractor 122 Sources of legal obligations 123 Contracts 123 • NEWSBREAK Visions of Avalon versus contract realities 124 Statutes 129 The National Employment Standards (NES) 129 Statutory agreements 130 • PRACTITIONER SPEAKS HRM and the law 131 Modern awards 132 » LETTER TO THE EDITOR HRM and the law 133 Common law 133 Employee recruitment and selection 134 Discrimination 134 The job advertisement and legal requirements 136 The job description and the law 137 Application forms 137 Legal issues for HR professionals during employment 141 Occupational health and safety requirements 141 Discriminatory treatment of employees 142 Statutory benefits 142 Terminating employees 143 Types of dismissal 143 Procedures for dismissal 148 Procedures for termination 150 The rights of the employee 151 Summary 153 • STUDENT STUDY GUIDE 154 PART 1 CASE STUDY 158 PART 2 Determining, attracting and selecting human resources 161 5 Job analysis, job design and quality of work life 163 Introduction 164 Job analysis 164 Components of job analysis 164 Approaches to job analysis 164 Job analysis and job design 165 When to analyse a job 165 The uses of job analysis 167 Job descriptions 169 Collection of job analysis information 176 Common data collection methods 176 Job analysis techniques 179 ANZSCO 179 Evaluation of traditional job analysis techniques 181 Competency profiling 181 Competency characteristics 182 The Behavioural Event Interview 183 Criticisms of competency profiling 184 Job analysis and EEO 184 Practical problems with job analysis 185 Theoretical criticisms of job analysis 185 Job design 186 Methods of job design 186 m RESEARCH FLASH Job specialisation versus job enrichment 188 • LETTER TO THE EDITOR I feel discriminated against 188 • PRACTITIONER SPEAKS Flexible working arrangements 193 Quality of work life 194 • NEWSBREAK Flexible work at Mercy Health 196 Summary 197 • STUDENT STUDY GUIDE 198 6 Recruiting human resources 207 Strategic recruitment 208 • PRACTITIONER SPEAKS The recruitment function 210 Recruitment policy 211 Recruitment activities 212 # RESEARCH FLASH Corporate image, candidate attraction and web recruitment 213 Recruitment methods 213 Internal or external recruitment? 213 Internal recruitment methods 214 External recruitment methods 215 Web recruiting 226 Social networking sites 227 EEO and recruitment 229 Recruitment of women 229 » LETTER TO THE EDITOR Diversify quotas a farce 231 Recruitment of people with disabilities 232 Recruitment of older workers 233 Recruitment of minorities 235 Recruitment of Aboriginal Australians and Torres Strait Islanders 236 Recruitment of gay and lesbian workers 237 Evaluation of recruitment 238 Summary 238 * STUDENT STUDY GUIDE 239 7 Employee selection 251 Strategic selection 252 Selection policy 254 Validation of selection procedures 255 Validity 255 Reliability 257 Sample selection procedures 258 Electronic applications 258 Reception of applicants 259 Preliminary interview 259 The application form 260 Tests 262 • RESEARCH FLASH Beauty, culture and selection 264 Interview 266 • NEWSBREAK Weeding out the smokers 270 • PRACTITIONER SPEAKS Attracting the right employees 275 Medical examination 279 Other selection techniques 281 The selection decision 284 • LETTER TO THE EDITOR Staff who use public transport are unreliable 285 Summary 286 • STUDENT STUDY GUIDE 287 PART 2 CASE STUDY 300 PART 3 Developing and rewarding human resources 303 8 Appraising and managing performance 305 Strategy, performance management and performance appraisal 306 Performance management 307 Performance appraisal 309 Performance appraisal objectives 311 • RESEARCH FLASH Performance management — an alternative view 313 Rater of employee performance 317 • LETTER TO THE EDITOR My colleagues don t pull their weight 317 Sources of error in performance appraisal 322 Major types of performance appraisal systems 326 • NEWSBREAK Reviews fail the relevance test 333 Static and dynamic performance appraisals 334 Characteristics of a dynamic performance appraisal program 334 The importance of goal setting in performance improvement 336 • PRACTITIONER SPEAKS Performance management 336 The performance appraisal record 337 The performance review discussion 339 The preparation required for the performance review discussion 340 Conduct of the performance review discussion 341 Performance appraisal and EEO 341 Summary 342 • STUDENT STUDY GUIDE 343 9 Human resource development 355 Introduction 356 The need for HRD 357 Business and economic changes 357 Technological changes 358 Organisational changes 358 Social, legal and other changes 359 EEO and training and development 359 Strategic HRD 360 Trade unions and training 361 HRD methods and techniques 362 The scope of training programs 362 « PRACTITIONER SPEAKS People first, professionals second 364 Training beyond immediate job requirements 364 A systematic approach to training and development 365 • RESEARCH FLASH Need for skills 371 Orientation 380 The benefits of employee orientation 380 The timing of orientation 381 Orientation program content 381 Formal orientation programs 382 Informal orientation 382 Orientation packages 383 Follow-up 383 Psychological principles of learning 383 Pre-conditions for learning 383 Learner-centred learning 385 • LETTER TO THE EDITOR Team-building: a waste of time? 386 The learning curve 386 Summary 387 • STUDENT STUDY GUIDE 388 10 Career planning and development 397 The importance of career planning and development 398 HR planning and career planning and development 400 The employee s responsibility 401 The HR department s responsibility 403 Factors in career development 403 RESEARCH FLASH Valid predictors of career success 405 • LETTER TO THE EDITOR Gen why me? 406 # NEWSBREAK Mentoring can be crucial to a woman s career 410 Career plateauing 412 Dual careers 414 Work-family conflict 414 Outplacement 417 Careers in HRM 417 Job variety 417 Remuneration 418 Working conditions 418 Career preparation 418 * PRACTITIONER SPEAKS Career planning and development 419 Accreditation 420 HRM as a profession 420 Professional associations 421 Professional literature 421 Summary 422 « STUDENT STUDY GUIDE 423 11 Rewarding human resources 433 Strategic remuneration 434 Remuneration philosophy 435 Remuneration program objectives 436 Job evaluation 437 Job evaluation systems 437 Which system should be used? 442 Job description 442 Pay surveys 443 Job evaluation and the pay survey 444 Pay structure 445 The pay line or curve 445 Pay ranges 445 The standard range 445 Broadbanding 445 Market posture 446 Selecting a policy pay line 447 Equitable remuneration 447 Pay secrecy 447 Pay compression 449 Gender pay gap 449 Senior executive pay 451 • PRACTITIONER SPEAKS Independent information 452 Setting pay rates 452 Incentive remuneration 456 • LETTER TO THE EDITOR How much unpaid overtime is too much? 458 * RESEARCH FLASH Remuneration and employee preferences 458 Employee benefits 460 Flexible benefit plans 461 Types of employee benefits 462 Summary 462 * STUDENT STUDY GUIDE 463 PART 3 CASE STUDY A 471 PART 3 CASE STUDY B 473 PART 4 Managing human resources 475 12 Industrial relations 477 Introduction 478 HRM and industrial relations 481 Theory, HRM and IR 483 Approaches to industrial relations 484 The unitarist approach 484 The pluralist approach 484 The radical or Marxist approach 485 Parties in industrial relations 486 Government and industrial tribunals 488 Employer associations 488 Trade unions 488 Union membership 489 * NEWSBREAK FWA: conflict breeds conflict 490 •» RESEARCH FLASH High-involvement management, high-performance work systems and employee wellbeing 493 Industrial relations processes 494 The choice of IR process 494 Advocacy 495 IR legislation 496 The Workplace Relations Act 1996 498 Workplace Relations Legislation Amendment (More Jobs, Better Pay) Bill 1999 499 The Workplace Relations Amendment iWorkChoices) Act 2005 499 The Fair Work Act 2009 500 Fair Work Act review 2012 504 The status of awards 506 A single IR system 506 Fair Work Australia, WorkChoices and management 507 « PRACTITIONER SPEAKS Fair Work: have we made progress? 508 Other current IR issues 509 Skill and pay inequalities 509 Minimum wage requirements 511 Penalty rates 513 Guest workers 514 • LETTER TO THE EDITOR Why should I pay immigrants the minimum wage? 514 Summary 515 * STUDENT STUDY GUIDE 516 13 Employee health and safety 531 Introduction 532 Government regulation of occupational health and safety 537 * PRACTITIONER SPEAKS Health and wellbeing in the workplace 539 Managing workplace health and safety 539 Elements of success 540 Evaluation of health and safety performance 541 Current health and safety issues 541 Fly-in, fly-out work 541 Terrorism 542 * RESEARCH FLASH Work-family conflict and job satisfaction in stressful working environments 543 Sexual harassment 543 Smoking 543 Substance abuse 544 Obesity 546 Depression 547 Home-based workers 548 Workplace violence 548 Domestic violence 549 Workplace bullying 549 Work-family conflict 550 Employee stress 551 What is stress? 551 Stressors 551 Sources of stress 551 Stress and job performance 558 Decision making and stress 559 Symptoms of stress 559 • LETTER TO THE EDITOR OHS has gone too far 560 The management of stress 560 • NEWSBREAK Healthy attitude 561 Summary 562 + STUDENT STUDY GUIDE 563 14 Managing diversity 577 Introduction 578 Diversity as a concept and legal requirements in Australia 578 Diversity as a concept 579 The Australian context of workforce diversity 579 The legal requirements 581 « RESEARCH FLASH Capitalising on culture 583 HRM approaches to diversity management 583 The impact of diversity on HRM 584 Three HRM roles 587 Goals of diversity management 588 Productive diversity 588 Pros and cons of diversity management 589 * LETTER TO THE EDITOR When is a policy not a policy? 590 Levels of diversity management 591 Management of individuals 591 Management of groups 593 Management at an organisational level 594 » NEWSBREAK US workers to fill Australian skill shortage 595 Diversity-oriented leadership 597 Diversity leadership defined 597 Diversity and organisational culture 598 * PRACTITIONER SPEAKS Achieving a positive workplace climate 599 Dimensions of organisational culture 600 Cultural assessment practices 600 Creating a positive climate for diversity 600 Inclusive workplace 601 Managing cross-cultural diversity 603 Globalisation 605 Developing staff 606 * RESEARCH FLASH Industry study to identify HR best practice 608 Future of diversity management 608 Assessing diversity management 608 Summary 610 * STUDENT STUDY GUIDE 611 PART 4 CASE STUDY 618 PART 5 Human resources in a changing world 621 15 International human resource management 623 Introduction 624 International HRM policy 626 Global view 628 * RESEARCH FLASH What makes Australian expatriates want to return home? 628 HR technology implications 629 Key cross-cultural issues 629 Communications 629 • NEWSBREAK Global workforce has one culture 630 Ethics 631 • LETTER TO THE EDITOR Australian working conditions are too strict 633 Trust 634 Management style 635 Equal employment opportunity (EEO) 635 Performance appraisal 636 Training and development 637 Remuneration 637 Industrial relations 637 HRM in China 638 The labour market 638 State-owned enterprises 638 HR challenges for foreign enterprises 639 Remuneration and benefits 640 Training and development 640 Industrial relations 641 HRM in India 641 Recruitment and selection 642 Performance appraisal 643 Human resource development 643 Remuneration 644 Industrial relations 644 HRM in Japan 644 Lifelong employment 645 A seniority-based wage and promotion system 646 Enterprise unions 646 Pay for performance 646 Promotion based on ability 647 The fundamental differences 647 The future 648 Managing international assignments 648 International recruitment 649 Expatriate selection 650 Expatriate career planning and repatriation 652 Expatriate performance appraisal 653 Expatriate remuneration 653 Summary 654 * STUDENT STUDY GUIDE 655 16 Assessing HRM effectiveness 667 Introduction 668 The HR audit 669 Approaches to the HR audit 670 Audit information 671 • LETTER TO THE EDITOR HR staff don t contribute to the bottom line 672 Evaluating the HR climate 672 Employee turnover 672 * RESEARCH FLASH Absence management and presenteeism 675 Absenteeism 676 • NEWSBREAK Sick or drunk. Friday is Unaustralia Day 677 Health and safety records 679 Employee attitude surveys 679 Transformational research 682 Focus groups 682 Benchmarking 683 Measuring HR outcomes 684 The HR scorecard 685 « PRACTITIONER SPEAKS Assessing HRM effectiveness 686 Summary 687 * STUDENT STUDY GUIDE 688 PART 5 CASE STUDY A 694 PART 5 CASE STUDY B 697 Glossary 699 Name index 711 Subject index 713
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title	Managing human resources
title_auth	Managing human resources
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title_full	Managing human resources Raymond J. Stone
title_fullStr	Managing human resources Raymond J. Stone
title_full_unstemmed	Managing human resources Raymond J. Stone
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