Verfügbarkeit: Contemporary human resource management

Contemporary human resource management: text and cases

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Bibliographische Detailangaben
Weitere Verfasser:	Wilkinson, Adrian 1963- (HerausgeberIn), Redman, Tom 1952-2015 (HerausgeberIn), Dundon, Tony 1962- (HerausgeberIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Harlow, England ; Munich [und viele weitere] Pearson 2017
Ausgabe:	Fifth edition
Schlagworte:	Personnel management Personnel management > Study and teaching Personnel management > Case studies Humanvermögen Personalpolitik Aufsatzsammlung Fallstudiensammlung
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	xix, 608 Seiten Illustrationen, Diagramme
ISBN:	1292088249 9781292088242

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Datensatz im Suchindex

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adam_text	BRIEF OF CONTENTS PART 1 FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT 3 CHAPTER 1 Human Resource Management: A Contemporary Perspective 4 CHAPTER 2 Human Resource Management and Organisational Performance: In Search of the HR Advantage 34 CHAPTER 3 Recruitment 79 CHAPTER 4 Selection 106 CHAPTER 5 Training and Development 132 CHAPTER 6 Reward Management 158 CHAPTER 7 Performance Appraisal 189 CHAPTER 8 Employee Relations 211 CHAPTER 9 Organisational and Corporate Culture 232 PART 2 CONTEMPORARY THEMES AND ISSUES 257 CHAPTER 10 International Human Resource Management — Historical Developments, Models, Policies and Practices in MNCs 258 CHAPTER 11 Comparative Human Resource Management 293 CHAPTER 12 Managing Diversity and Inclusion 315 CHAPTER 13 Work-Life Balance: National Regimes, Organisational Policies and Individual Choices 333 CHAPTER 14 Downsizing 352 CHAPTER 15 Organisational Change and Human Resource Management 374 CHAPTER 16 Employee Involvement and Participation 407 CHAPTER 17 Employee Engagement 429 CHAPTER 18 Knowledge Management and Human Resource Management 450 CHAPTER 19 Employment Ethics 472 CHAPTER 20 Emotion at Work 491 CHAPTER 21 Flexibility 514 CHAPTER 22 Workplace Bullying 536 CHAPTER 23 HRM and Technology: From Socio-Technical Systems to Social Media 559 CHAPTER 24 Talent Management: Contemporary Issues 579 VÜ CONTENTS Case studies and exercises Editors Contributors Acknowledgements PART 1 FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT CHAPTER 1 HUMAN RESOURCE MANAGEMENT: A CONTEMPORARY PERSPECTIVE Adrian Wilkinson, Tom Redman and Tony Dundon Introduction The development of HRM The new HRM? The changing context of work Strategy and HRM Performance and HRM The changing role of HRM The book Case study 1.1 Case study 1.2 Suggested Further Reading Bibliography CHAPTER 2 HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL PERFORMANCE: IN SEARCH OF THE HR ADVANTAGE Nicholas Kinnie and Juani Swart Introduction Strategy, structure and HRM HR and organisational performance: our approach and some background Human resource advantage Human capital advantage HRM models that fit network characteristics Organisational process advantage Conclusions and implications Case study 2.1 Case study 2.2 Case study 2.3 Bibliography viii CHAPTER 3 RECRUITMENT 79 Scott Hurrell and Dora Scholarios Introduction 79 The external environment 80 The organisation 85 The job 87 Pre-recruitment activities 88 Recruitment methods 90 The need for an applicant perspective 94 Conclusions 94 Case study 3.1 96 Case study 3.2 98 Case study 3.3 99 Bibliography 100 CHAPTER 4 SELECTION 106 Dora Scholarios Introduction 106 A brief overview of psychometric quality 107 The ‘what’ and ‘how’ of selection 107 Summary of trends 114 What do organisations actually do? 115 Explaining practice 116 Conclusions and implications for HRM 121 Case study 4.1 122 Case study 4.2 123 Case study 4.3 124 Bibliography 127 CHAPTER 5 TRAINING AND DEVELOPMENT 132 Irena Grugulis Introduction 132 The case for training and development 133 Voluntarist and regulated approaches: international practice 134 Training and development in the workplace 137 Personal qualities and generic skills 140 The disadvantages of training and development 142 Skill and performance 143 xii xv xvi xviii 4 4 5 6 9 13 14 17 20 21 24 25 26 34 34 35 39 40 42 51 52 57 59 62 66 68 CONTENTS ix Re-thinking training and development Discussion and conclusions Case study 5.1 Case study 5.2 Case study 5.3 Case study 5.4 Bibliography CHAPTER 6 REWARD MANAGEMENT Flora F. T. Chiang and Thomas A. Birtch Introduction Defining reward management The conceptualisation of reward Types of rewards Types of reward systems Pay determination Understanding the strategic role of rewards International reward management Conclusion Case study 6.1 Bibliography CHAPTER 7 PERFORMANCE APPRAISAL Michelle Brown and Tom Redman Introduction Development of performance appraisal The practice of performance appraisal Developments in performance appraisal Problems of performance appraisal Conclusions Case study 7.1 Bibliography CHAPTER 8 EMPLOYEE RELATIONS Geraint Harvey and Peter Turnbull Introduction The labour market and the law Trade unions and their members The management of employee relations Conclusion Case study 8.1 Bibliography CHAPTER 9 ORGANISATIONAL AND CORPORATE CULTURE Alistair Cheyne and John Loan-Clarke Introduction Organisational culture Categorisations of culture Culture and organisational performance Organisational culture and human resource management Is culture change feasible? Conclusions 243 Case study 9.1 244 Case study 9.2 244 Case study 9.3 245 Bibliography 249 PART 2 CONTEMPORARY THEMES AND ISSUES CHAPTER 10 INTERNATIONAL HUMAN RESOURCE MANAGEMENT-HISTORICAL DEVELOPMENTS, MODELS, POLICIES AND PRACTICES IN MNCs 258 Michael Dickmann Introduction 258 Historical development of the multinational organisation 259 The mindsets of senior leaders 259 Competitive challenges and international HRM configurations 262 Global expansion of MNCs and international HRM implications 265 Strategic international HRM in MNCs 267 International HRM policies and practices - working abroad 268 Adjustment to the local environment 276 International reward management 277 Career capital during the assignment 278 Summary 281 Case study 10.1 282 Case study 10.2 285 Bibliography 287 CHAPTER 11 COMPARATIVE HUMAN RESOURCE MANAGEMENT 293 Geoffrey Wood and David G. Collings Introduction 293 Convergence or divergence in HRM systems 295 Empirical ways of understanding diversity 302 Conclusion 303 Case study 11.1 304 Case study 11.2 305 Case study 11.3 306 Case study 11.4 309 Bibliography 310 CHAPTER 12 MANAGING DIVERSITY AND INCLUSION 315 Catherine Cassell Introduction 315 Managing diversity and inclusion: a brief history 316 145 145 147 147 148 151 152 158 158 159 160 162 163 164 167 173 175 176 182 189 189 190 190 193 197 198 199 206 211 211 213 215 218 221 222 227 232 232 233 235 237 238 242 X CONTENTS General principles and activities 317 Implementing diversity initiatives 318 International and cultural contexts 319 Managing diversity globally 320 Do diversity initiatives deliver? 321 Conclusions 324 Case study 12.1 325 Case study 12,2 326 Case study 12.3 328 Bibliography 328 CHAPTER 13 WORK-LIFE BALANCE: NATIONAL REGIMES, ORGANISATIONAL POLICIES AND INDIVIDUAL CHOICES 333 Gill Kirton Introduction 333 Work-life balance discourses 334 The national context of work-life balance 335 Work-life balance and the workplace 341 Individual choice and work-life balance 345 Conclusion 346 Case study 13.1 347 Bibliography 349 CHAPTER 14 DOWNSIZING 352 Adrian Wilkinson, Tony Dobbins and Tom Redman Introduction 352 The contextual reality of downsizing 353 Methods of downsizing 357 Alternatives to redundancy 358 The redundancy process 361 Conclusions 364 Case study 14.1 366 Bibliography 367 CHAPTER 15 ORGANISATIONAL CHANGE AND HUMAN RESOURCE MANAGEMENT 374 Aoife M. McDermott and Edel Conway Introduction 374 The nature of organisational change 375 First cornerstone: change drivers (‘why’) 376 Second cornerstone: change processes (‘how’) 377 Third cornerstone: change agents (‘who’ make change happen) 381 Fourth cornerstone: change recipients (‘who’ is affected by change and how they can be supported?) 384 HR’s role in change management 388 Conclusions 390 Case study 15.1 390 Case study 15.2 395 Case study 15.3 397 Bibliography 401 CHAPTER 16 EMPLOYEE INVOLVEMENT AND PARTICIPATION 407 Tony Dundon and Adrian Wilkinson Introduction 407 Defining participation 408 The context for employee participation 408 A framework for analysing employee participation 410 Employee participation in practice 411 The meanings and impact of participation 414 Employee participation and the EU 415 Conclusions 417 Case study 16.1 418 Case study 16.2 420 Case study 16.3 421 Bibliography 424 CHAPTER 17 EMPLOYEE ENGAGEMENT 429 Elaine Farndale and Maja Vidovic Introduction 429 Definition 430 Measuring work and organisation engagement in research 431 Types of engagement 432 Debates and disagreements 433 Measuring employee engagement in practice 433 Engagement and related constructs 434 Drivers of employee engagement 435 Outcomes of employee engagement 437 Employee engagement in context 439 Conclusion 440 Case study 17.1 441 Case study 17.2 442 Case study 17.3 443 Bibliography 444 CHAPTER 18 KNOWLEDGE MANAGEMENT AND HUMAN RESOURCE MANAGEMENT 450 Donald Hislop Introduction 450 Social context: the growing importance of knowledge 451 Defining knowledge work 451 Why worker motivation is key to achieving participation in knowledge management initiatives 453 The organisational climate and workers’ attitudes to knowledge management initiatives 454 HRM practices to support knowledge management initiatives 456 Conclusion 461 Case study 18.1 462 Case study 18.2 466 Bibliography 468 CONTENTS xi CHAPTER 19 EMPLOYMENT ETHICS 472 Peter Ackers Introduction 472 Ethical theories: enter the moral maze 474 An employment ethics agenda: six central issues 476 Shaping an ethical workplace 479 Ethical HRM policy 480 Case study 19.1 484 Case study 19.2 487 Bibliography 488 CHAPTER 20 EMOTION AT WORK 491 Philip Hancock and Melissa Tyler Introduction 491 The emotional turn: key concepts and issues 492 Emotion in management theory and practice 493 Critical perspectives on emotion 497 Conclusions 503 Case study 20.1 504 Case study 20.2 506 Case study 20.3 507 Bibliography 508 CHAPTER 21 FLEXIBILITY 514 Clare Kelliher Introduction 514 Background 515 Approaches to flexibility 516 Implementation and outcomes 522 Conclusion: matching employer and employee needs 525 Case study 21.1 526 Case study 21.2 528 Case study 21.3 530 Bibliography 531 CHAPTER 22 WORKPLACE BULLYING 536 Sara Branch, Sheryl Ramsay and Michelle Barker Introduction 536 How is workplace bullying defined? 538 The importance of power and dependency in workplace bullying 539 Identifying workplace bullying behaviours 540 Prevalence of workplace bullying behaviours and risk groups The effect of workplace bullying on targets 541 The effect of workplace bullying on witnesses 542 The effect of workplace bullying on the organisation 542 Antecedents of workplace bullying 543 Prevention and management of workplace bullying 546 Conclusion 549 Case study 22.1 550 Case study 22.2 551 Bibliography 552 CHAPTER 23 HRM AND TECHNOLOGY: FROM SOCIO-TECHNICAL SYSTEMS TO SOCIAL MEDIA 559 Diane van den Broek and Paul Thompson Introduction 559 Technology and social relations at work: issues and debates 560 Alternative, control and surveillance-based arguments 560 The call centre as socio-technical system 562 Electronic HRM 563 Social media at work 564 Recruitment and selection 566 Technological reach/changing boundaries 567 Managing social media 569 Conclusion 570 Case study 23.1 570 Case study 23.2 572 Bibliography 574 CHAPTER 24 TALENT MANAGEMENT: CONTEMPORARY ISSUES 579 Agnieszka Skuza and Hugh Scullion Introduction 579 Factors influencing the growth of talent management 580 The meaning of talent 582 Approaches to talent management 584 Application of TM: recent empirical research review 586 Conclusion 589 Case study 24.1 590 Bibliography 593 Index 599 541 CASE STUDIES AND EXERCISES 1.1 Human resource management and private equity in a hospital Aline Bos and Paul Boselie 21 1.2 Fire-fighting HRM in China’s new global economy Tony Dundon and Jenny Chan 24 2.1 Mother London Nicholas Kinnie and Louise Hopper 59 2.2 Alexander Mann Solutions Nicholas Kinnie and Ruth Smyth 62 2.3 Marks Spencer One Team Nicholas Kinnie and Juani Swart 66 3.1 Recruitment issues in the global hospitality and tourism industry: The particular case of China Scott Hurrell and Dora Scholarios 96 3.2 Outsourcing recruitment at Blueberry Scott Hurrell and Dora Scholarios 98 3.3 Recruitment and skills gaps in Fontainebleau and Oxygen Scott Hurrell and Dora Scholarios 99 4.1 Moneyflow Dora Scholarios 122 4.2 Global or Local Staffing? Dora Scholarios 123 4.3 ‘You’re Either Abercrombie Hot - or You’re not’ Dora Scholarios 124 5.1 Developing Resourceful Humans Irena Grugulis 147 5.2 Soft Skills at Work Irena Grugulis and Steven Vincent 147 5.3 Jobs, Discretion and Skill Irena Grugulis, Steven Vincent and Gail Hebson 148 5.4 Advertising for Skills Irena Grugulis, Steven Vincent and Gail Hebson 151 6.1 Rewarding Innovation at Huawei Thomas A. Birtch and Flora F. T. Chiang 176 7.1 Performance Appraisal at Federation Hospital Michelle Brown 199 8.1 Is Ryanair the Southwest Airlines of Europe? Geraint Harvey and Peter Turnbull 222 9.1 Understanding the culture of an organisation John Loan-Clarke and Alistair Cheyne 244 9.2 Understanding culture in international higher education Xiaozheng Zhang 244 xn xiii 245 282 285 304 305 306 309 325 326 328 347 366 390 395 397 418 420 421 441 442 443 462 466 484 CASE STUDIES AND EXERCISES Cultural turbulence: From ‘people first’ to ‘macho management’ at British Airways Irena Grugulis, Adrian Wilkinson and Ashiea Kellner International HRM: Aiming to practice transnational people management, achieving cognofederate IHRM Michael Dickmann International HRM: The changing role of global mobility departments Michael Dickmann HRM in Mozambique Geoffrey Wood and David G. Collings Ireland and the multinationals David G. Collings and Geoffrey Wood Institutional change, work and employment relations: The changing fortunes of Mercedes-Benz in South Africa Geoffrey Wood Reflective case study Geoffrey Wood and David G. Collings Eurozone Catherine Cassell CMC retailing Catherine Cassell Exercise in diversity training Catherine Cassell Work-life balance policies and culture in two case study organisations - PharMerger and EngCorp Samantha Callan The Irish Ferries dispute Tony Dobbins The cardiologist’s tale: An inside account of change leadership David A. Buchanan Avoiding a booking system backlash: How to generate commitment to change? Aoife M. McDermott and Edel Conway UTEL: A change workshop Cynthia Hardy Redesigning employee involvement in a small family-run business Tony Dundon The meaning of participation to managers Paula K. Mowbray The durability of ‘double-breasting’ voice in a multinational organisation Tony Dundon Engaging with a global identity in a major multinational chemicals firm Elaine Farndale Measuring employee engagement Elaine Farndale Engagement in a shared service centre in India Elaine Farndale Domestic-Powerco: Supporting knowledge sharing and use among distributed work teams Donald Hislop Office equipment service engineers and consultants as knowledge workers Donald Hislop Employment ethics at Britishstores Peter Ackers xtv CASE STUDIES AND EXERCISES 19.2 Ethical HRM policies in a global world Peter Ackers 4Q7 20.1 Emotion management at Girlie Glitter Co. Philip Hancock and Meiissa Tyler 504 20.2 Emotional intelligence at Call Co. Philip Hancock and Melissa Tyler 506 20.3 Emotion and authenticity at the Ho Ho Ho Agency Philip Hancock and Melissa Tyler 507 21.1 Meeting employer and employee needs for flexibility at EngCoPLC: The case of smart working Clare Kelliher and Deirdre Anderson 526 21.2 Second Careers Internship Programme: The Tata Group’s attempts to entice professional women back into employment in India Clare Kelliher 528 21.3 Lufthansa: Using part-time staff to help manage seasonal demand Clare Kelliher 530 22.1 Is this a case of bullying? Sara Branch, Sheryl Ramsay and Michelle Barker 550 22.2 Reflective exercises Sara Branch, Sheryl Ramsay and Michelle Barker 551 23.1 Australian fire fighters caught in the net - cyberloafing and how HR might pre-empt legal action Diane van den Broek 570 23.2 A case of surveillance and HR practices in a call centre Paul Thompson 572 24.1 Talent management in Elect Co Agnieszka Skuza and Hugh Scullion 590
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spellingShingle	Contemporary human resource management text and cases Personnel management Personnel management -- Study and teaching Personnel management -- Case studies Humanvermögen (DE-588)4240300-5 gnd Personalpolitik (DE-588)4045269-4 gnd
subject_GND	(DE-588)4240300-5 (DE-588)4045269-4 (DE-588)4143413-4 (DE-588)4522595-3
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 Adrian Wilkinson, Tom Redman and Tony Dundon
title_fullStr	Contemporary human resource management text and cases Adrian Wilkinson, Tom Redman and Tony Dundon
title_full_unstemmed	Contemporary human resource management text and cases Adrian Wilkinson, Tom Redman and Tony Dundon
title_short	Contemporary human resource management
title_sort	contemporary human resource management text and cases
title_sub	text and cases
topic	Personnel management Personnel management -- Study and teaching Personnel management -- Case studies Humanvermögen (DE-588)4240300-5 gnd Personalpolitik (DE-588)4045269-4 gnd
topic_facet	Personnel management Personnel management -- Study and teaching Personnel management -- Case studies Humanvermögen Personalpolitik Aufsatzsammlung Fallstudiensammlung
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=029250333&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
work_keys_str_mv	AT wilkinsonadrian contemporaryhumanresourcemanagementtextandcases AT redmantom contemporaryhumanresourcemanagementtextandcases AT dundontony contemporaryhumanresourcemanagementtextandcases

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THWS Schweinfurt Zentralbibliothek Lesesaal

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Signatur:	2000 QV 578 W686(5)
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THWS Schweinfurt Zentralbibliothek Lesesaal

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