Efnisyfirlit

• Cover
• Endorsements
• Seriespage
• Titlepage
• Contents in Brief
• Contents
• List of figures
• List of tables
• Preface
• PART I Fundamentals of human resource management
  • 01 The essence of HRM
    • Introduction
    • The practice of HRM
    • The HR architecture
    • The HR system
    • The philosophy of people management
    • People practices
    • References
  • 02 Human capital management
    • Introduction
    • Human capital management defined
    • The concept of human capital
    • The constituents of human capital
    • Measuring human capital
    • Approaches to HRM raised by human capital theory
    • HCM and investment decisions
    • References
  • 03 The context of HRM
    • Introduction
    • Environmental factors
    • The labour market
    • References
  • 04 The future of work
    • Introduction
    • The nature of work
    • Theories explaining the meaning of work
    • What is happening to work?
    • The factors affecting work
    • What is happening to work now?
    • What is going to happen to work?
    • References
  • 05 HRM and organizational performance
    • Introduction
    • Measuring organizational performance
    • The impact of HR
    • How HRM makes an impact
    • The development of high-performance working
    • High-performance work systems
    • References
  • 06 The ethical dimension of HRM
    • Introduction
    • The meaning and concerns of ethics
    • The nature of ethical decisions and judgements
    • Fairness
    • Equity theory
    • Justice
    • HRM ethical guidelines
    • Ethical dilemmas
    • The ethical role of HR
    • References
  • 07 Corporate social responsibility
    • Introduction
    • Corporate social responsibility defined
    • Strategic CSR defined
    • CSR activities
    • The rationale for CSR
    • The opposing view
    • Social responsibility investment criteria
    • Benefits of CSR
    • The basis for developing a CSR strategy
    • The role of HR
    • References
• PART II The strategic approach to HRM
  • 08 Strategic HRM
    • Introduction
    • The nature of strategic human resource management
    • The resource-based view of SHRM
    • Strategic fit
    • Critical evaluation of the concept of SHRM
    • References
  • 09 HR strategy
    • Introduction
    • The nature of HR strategy
    • Approaches to HR strategy
    • Developing HR strategy
    • Implementing HR strategy
    • References
• PART III Delivering HR
  • 10 The role of HR
    • Introduction
    • The HR function
    • The role of the HR professional
    • References
  • 11 The HRM role of line managers
    • Introduction
    • The people management role of line managers
    • How well does devolution to line managers of HR responsibilities work?
    • Factors affecting the quality of the implementation of HRM by line managers
    • Dealing with the factors
    • References
• PART IV Human resource management processes
  • 12 Evidence-based HRM
    • Introduction
    • Evidence-based HRM defined
    • Evidence-based management
    • The approach to evidence-based HRM
    • References
  • 13 HR analytics
    • Introduction
    • HR analytics defined
    • The purpose of HR analytics
    • The content of HR analytics
    • The process of HR analytics
    • Types of HR analytics
    • Keeping people informed
    • References
  • 14 Digital HRM
    • Introduction
    • Digital HRM defined
    • The purpose of digital HRM
    • The uses of digital HRM
    • Digital transformation
    • Human resource information system (HRIS)
    • Cloud computing
    • Artificial intelligence
    • Managing digital HRM
    • References
  • 15 Knowledge management
    • Introduction
    • Knowledge management defined
    • The meaning of knowledge
    • Approaches to knowledge management
    • Knowledge management issues
    • Implementing knowledge management
    • References
  • 16 Competency-based HRM
    • Introduction
    • Competency defined
    • Knowledge, skills and abilities (KSAs)
    • Competency frameworks
    • Developing a competency framework
    • Approaches to using competencies
    • Applications of competency-based HRM
    • Keys to success in using competencies
    • References
• PART V Organization
  • 17 Organizational behaviour
    • Introduction
    • Organizational behaviour defined
    • The sources and applications of organizational behaviour theory
    • How organizations function
    • Organizational culture
    • Organizational climate
    • Organizational processes
    • Characteristics of people
    • Implications for HR specialists
    • References
  • 18 Organization design
    • Introduction
    • Organization design theories
    • Organization design guidelines
    • Organizational choice
    • The approach to organization design
    • Successful organization design
    • References
  • 19 Work design
    • Introduction
    • Work design – a short history
    • Work system design
    • Approaches to work design
    • The role of HR in work design
    • References
  • 20 Job design
    • Introduction
    • Job quality
    • What is a good job?
    • The practice of job design
    • Principles of job design
    • Approaches to job design
    • Responsibility for job design
    • Job crafting
    • References
  • 21 Organization development
    • Introduction
    • Organization development defined
    • The nature of organization development
    • The story of organization development
    • Organization development strategy
    • Organization development programmes
    • Organizational diagnosis
    • Conclusions on organization development
    • References
• PART VI Factors affecting the behaviour of people at work
  • 22 Motivation
    • Introduction
    • The meaning of motivation
    • Reinforcement theory
    • Content theory
    • Process theory
    • Intrinsic and extrinsic motivation
    • Motivation and job satisfaction
    • Motivation and financial incentives
    • Conclusions on motivation theory
    • Motivation strategies
    • References
  • 23 Commitment
    • Introduction
    • The meaning of organizational commitment
    • Mutuality and commitment
    • Commitment and performance
    • The mutual gains perspective
    • Commitment and engagement
    • Factors affecting commitment
    • Critical evaluation of the concept of commitment
    • Developing a commitment strategy
    • References
  • 24 Employee engagement
    • Introduction
    • The meaning of employee engagement
    • The theory of engagement
    • The components of employee engagement
    • Drivers of employee engagement
    • Outcomes of engagement
    • Engagement strategy
    • Enhancing job engagement
    • Enhancing organizational engagement
    • Burnout
    • Measuring engagement
    • Critical evaluation of the concept of employee engagement
    • References
• PART VII People resourcing
  • 25 Resourcing strategy
    • Introduction
    • Strategic resourcing
    • The nature of resourcing strategies
    • Reference
  • 26 Workforce planning
    • Introduction
    • Workforce planning defined
    • The link between workforce and business/corporate planning
    • Incidence of workforce planning
    • Workforce planning issues
    • Systematic workforce planning
    • Approach to workforce planning
    • References
  • 27 Recruitment and selection
    • Introduction
    • The recruitment and selection process
    • Defining requirements
    • Attracting candidates
    • Sourcing candidates
    • Screening applications
    • Selection methods
    • Selection interviews
    • Selection testing
    • Assessment centres
    • Making the decision
    • Provisional offers and obtaining references
    • Offering employment
    • Following up
    • Dealing with recruitment problems
    • References
  • 28 Talent management
    • Introduction
    • Talent management defined
    • Talent management policy
    • Talent management strategy
    • The process of talent management
    • The talent pool
    • Talent planning
    • Resourcing
    • Identifying talent
    • Talent development
    • References
• PART VIII Employment practices
  • 29 The employee experience
    • Introduction
    • The concept of the employee experience
    • References
  • 30 Managing employment
    • Introduction
    • Introduction to the organization
    • Managing employee retention
    • Employee turnover
    • Redundancy
    • Fire and rehire
    • Dismissal
    • Absence management
    • Presenteeism
    • References
  • 31 Managing diversity and inclusion
    • Introduction
    • The meaning and significance of managing diversity and inclusion
    • The rationale for managing diversity and inclusion
    • How to manage diversity and inclusion
    • References
  • 32 Managing flexibility
    • Introduction
    • Forms of flexibility
    • Flexible working
    • Zero-hours contracts
    • The role of HR
    • References
  • 33 Managing home and hybrid working
    • Introduction
    • Incidence of home and hybrid working
    • Working from home: general considerations
    • Employers
    • Line managers
    • Individual employees
    • Managing home and hybrid working processes
    • References
• PART IX Learning and development
  • 34 The basis of learning and development
    • Introduction
    • Learning and development defined
    • The basis of learning
    • The elements of learning and development
    • Formal and informal learning
    • Connected learning
    • The components of learning and development
    • Relationships between L&D and other people management activities
    • The ethical dimension
    • The state of L&D
    • References
  • 35 Strategic learning and development
    • Introduction
    • Strategic learning and development
    • Learning and development strategies
    • Formulating and implementing L&D strategies
    • Reference
  • 36 Organizational learning and the learning organization
    • Introduction
    • Organizational learning
    • The learning organization
    • Comparison of the organizational learning and learning organization concepts
    • References
  • 37 Individual learning
    • Introduction
    • The characteristics of individual learning
    • How people learn
    • The 70:20:10 model
    • Self-directed learning
    • Learning to learn
    • Personal development planning
    • Continuing professional development
    • References
  • 38 The process of learning and development
    • Introduction
    • Identify learning needs
    • Planning learning and development
    • Implement
    • Evaluate learning
    • References
  • 39 The practice of learning and development
    • Introduction
    • Workplace learning
    • Social learning
    • Digital learning
    • Training
    • Apprenticeships
    • References
  • 40 Leadership and management development
    • Introduction
    • Leadership and management development defined
    • The nature of leadership and management
    • Leadership development
    • Management development
    • Criteria for leadership and management development
    • References
• PART X Performance management
  • 41 The basis of performance management
    • Introduction
    • Performance management defined
    • The purpose and aims of performance management
    • The nature of performance management
    • The impact of performance management
    • Performance management – the ethical dimension
    • Factors affecting the approach to managing performance
    • Choice of approach to managing performance
    • How managers can manage performance
    • References
  • 42 Performance management systems
    • Introduction
    • Features of a performance management system
    • Performance and development planning
    • Monitoring
    • Reviewing
    • 360-degree feedback
    • The reality of performance management
    • Performance management issues
    • References
  • 43 Performance leadership
    • Introduction
    • What ‘engaging managers’ do
    • The concept of performance leadership
    • Performance leadership skills
    • Performance conversations
    • Conclusion
    • References
• PART XI Reward management
  • 44 The basis of reward management
    • Introduction
    • Reward management defined
    • The reward system
    • Aims of reward management
    • Reward drivers
    • Values and beliefs
    • Reward policy
    • Financial rewards
    • Non-financial rewards
    • Total reward
    • References
  • 45 Reward strategy
    • Introduction
    • The content of reward strategy
    • Formulating reward strategy
    • Critical evaluation of the concept of reward strategy
    • References
  • 46 The practice of reward management
    • Introduction
    • Market pricing
    • Job evaluation
    • Base pay management
    • Contingent pay
    • Recognition schemes
    • Employee benefits
    • Administering reward management
    • References
  • 47 Managing reward for special groups
    • Introduction
    • Executive remuneration
    • Reward management for sales and customer service staff
    • Paying manual workers
    • References
  • 48 Reducing the gender pay gap
    • Introduction
    • Reasons for the gender pay gap
    • Actions to reduce gender pay gaps
    • Narrowing the gap at organizational level
    • References
• PART XII Employment relations
  • 49 The basis of employment relations
    • Introduction
    • The meaning of employment relations
    • Approaches to employment relations
    • Management style in employment relations
    • Employment relations policies
    • References
  • 50 Employment relations strategy
    • Introduction
    • The nature of employment relations strategy
    • Strategy for creating a constructive and positive employment relations climate
    • Strategy for achieving mutual gains
    • Partnership agreement strategy
    • Strategy for building trust
    • Employee voice strategy
    • Trade union recognition strategy
    • References
  • 51 The employment relationship
    • Introduction
    • The nature of the employment relationship
    • The basis of the employment relationship
    • Labour process theory and the employment relationship
    • Employment relationship contracts
    • Managing the employment relationship
    • Developing a climate of trust
    • References
  • 52 The psychological contract
    • Introduction
    • The psychological contract defined
    • The significance of the psychological contract
    • The psychological contract and the employment relationship
    • How psychological contracts develop
    • The problem with psychological contracts
    • Developing and maintaining a positive psychological contract
    • References
  • 53 The practice of industrial relations
    • Introduction
    • Trade union membership
    • Union recognition
    • Collective bargaining
    • Collective agreements
    • Dispute resolution
    • Informal employee relations processes
    • References
  • 54 Employee voice
    • Introduction
    • The need for employee voice
    • Degrees of employee voice
    • Direct voice
    • Indirect voice
    • Employees’ experience of voice
    • References
  • 55 Employee communications
    • Introduction
    • The importance of communications
    • What should be communicated
    • Approach to communications
    • Communication channels
    • Employee communication strategy
    • References
• PART XIII Employee wellbeing
  • 56 Principles and practice of employee wellbeing
    • Introduction
    • The basis of wellbeing
    • The case for caring about wellbeing
    • Factors affecting wellbeing
    • Employee wellbeing strategy
    • References
  • 57 Health and safety
    • Introduction
    • Managing health and safety at work
    • Health and safety policies
    • Conducting risk assessments
    • Health and safety audits
    • Health and safety inspections
    • Accident prevention
    • Occupational health programmes
    • Managing stress
    • Measuring health and safety performance
    • Communicating the need for better health and safety practices
    • Health and safety training
    • Organizing health and safety
    • References
• PART XIV HR practices
  • 58 HR policies
    • Introduction
    • Why have HR policies?
    • Overall HR policy
    • Specific HR policies
    • Developing HR policies
    • Implementing HR policies
  • 59 HR procedures
    • Introduction
    • Capability procedure
    • Disciplinary procedure
    • Grievance procedure
    • Redundancy procedure
  • 60 Dealing with the legal aspects of employment
    • Introduction
    • Employment law provisions
    • How is employment law enforced?
    • HRM and employment law
    • Dealing with Employment Tribunal claims and cases
    • References
• PART XV International HRM
  • 61 The basis of international HRM
    • Introduction
    • The international scene
    • International HRM strategies
    • Contextual factors
    • Convergence and divergence
    • References
  • 62 The practice of international HRM
    • Introduction
    • HR in international subsidiaries
    • Differences between international and domestic HRM
    • Workforce planning
    • Resourcing
    • International talent management
    • International performance management
    • International reward management
    • Multicultural working
    • Role of the international HR function
    • References
  • 63 Managing expatriates
    • Introduction
    • Why use expatriates?
    • The process of managing expatriates
    • Resourcing policies
    • Recruitment and selection policies
    • Preparation policy
    • Assimilation and support
    • Career management
    • Performance management
    • Re-entry policies
    • Pay and allowances policies
    • References
• PART XVI People management skills and competencies
  • 64 Strategic people management skills
    • Introduction
    • The strategic role of the HR professional
    • The strategic business partner model
    • The strategic skills required
    • Reference
  • 65 Business skills
    • Introduction
    • Business skills
    • Financial skills
    • Business models
    • Business model innovation
    • References
  • 66 Dealing with business issues from an HR perspective
    • Introduction
    • Identify business issues
    • Establish people factors
    • Critically analyse relevant HR policy and practice
    • Conduct or participate in research
    • Analyse quantitative and qualitative information
    • Draw conclusions
    • Prepare and make the business case
    • Reference
  • 67 Problem-solving and decision-making skills
    • Introduction
    • Problem solving
    • Decision making
    • References
  • 68 Analytical and critical skills
    • Introduction
    • Analytical skills
    • Diagnostic skills
    • Logical reasoning
    • Critical thinking
    • Critical evaluation
    • Developing and justifying arguments
    • A final word
    • References
  • 69 Research skills
    • Introduction
    • The nature of research
    • Planning and conducting research programmes
    • Research methodology
    • Methods of collecting data
    • Processes involved in research
    • References
  • 70 Statistical skills
    • Introduction
    • Frequency
    • Measures of central tendency
    • Measures of dispersion
    • Correlation
    • Regression
    • Causality
    • Tests of significance
    • Testing hypotheses
    • References
  • 71 Selection interviewing skills
    • Introduction
    • Preparing for the interview
    • Conducting a selection interview
    • Types of interviews
    • Selection interview questions
    • Common interviewing mistakes
    • Coming to a conclusion
    • References
  • 72 Job, role and skills analysis and competency modelling
    • Introduction
    • Definitions
    • Job analysis
    • Job descriptions
    • Role analysis and role profiles
    • Skills analysis
    • Competency modelling
    • References
  • 73 Learning and development skills
    • Introduction
    • Coaching
    • Mentoring
    • Facilitating
    • Job instruction
    • References
  • 74 Negotiating skills
    • Introduction
    • The process of negotiation
    • Stages of negotiation
    • Negotiating and bargaining skills
    • Reference
  • 75 Change management
    • Introduction
    • Change
    • The process of change management
    • The responsibility for change
    • Guidelines for change management
    • References
  • 76 Influencing skills
    • Introduction
    • Persuading people
    • Case presentation
    • Making a business case
    • Facilitating
    • Coordinating discussions
  • 77 Leadership
    • Introduction
    • The meaning of leadership
    • Leadership theories
    • What leaders do
    • Leadership styles
    • Types of leaders
    • The qualities of a good leader
    • Effective leadership
    • References
  • 78 Handling people problems
    • Introduction
    • Approach
    • Disciplinary issues
    • Absenteeism
    • Handling poor timekeeping
    • Handling negative behaviour
    • Dealing with under-performance
  • 79 Handling challenging conversations
  • 80 Managing conflict
    • Introduction
    • Handling inter-group conflict
    • Handling interpersonal conflict
    • Resolving conflict between team members
    • Reference
  • 81 Political skills
    • Introduction
    • Typical political approaches
    • Using political means to get things done
    • Political sensitivity
    • Dangers of politics
    • Dealing with organizational politics
    • Reference
  • 82 Project management
    • Introduction
    • Project planning
    • Setting up the project
    • Controlling the project
• PART XVII Conclusion
  • 83 Trends in HRM
    • Introduction
    • Overall trends
    • Specific trends
    • References
• CIPD profession map: Cross-references to text
• Author index
• Subject index
• Copyright

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