Human resource management : a contemporary approach / edited by Julie Beardwell and Amanda Thompson

Cover......Page 1 Title Page......Page 4 Copyright Page......Page 5 Breif Contents......Page 6 Contents......Page 8 Guided tour......Page 13 Preface......Page 16 Plan of the book......Page 17 How to use this book......Page 18 Contributors......Page 20 Acknowledgements......Page 23 PART 1 HUMAN RESOURCE MANAGEMENT AND ITS ORGANISATIONAL CONTEXT......Page 26 Introduction to Part 1......Page 27 Objectives......Page 28 Introduction......Page 29 Definitions of HRM......Page 30 The origins of HRM......Page 32 Models of HRM......Page 33 HRM and organisational performance......Page 37 HRM in practice......Page 42 The impact of HRM on the roles of HR professionals......Page 45 HR competence......Page 48 Concluding comments......Page 49 Summary......Page 50 Case study: The future of work: the journey to 2022......Page 51 References and further reading......Page 52 Objectives......Page 55 Case study: Taking the ‘low road’ in big business......Page 56 Introduction......Page 57 Understanding the business context......Page 58 Approaches to the strategy-making process......Page 59 The rise of SHRM......Page 63 Exploring the relationship between strategic management and SHRM: The best-fit school of SHRM......Page 64 Limitations of the best-fit models of SHRM......Page 70 The resource-based view of SHRM......Page 72 Best-practice SHRM: high-commitment models......Page 77 HRM and performance......Page 79 SHRM and performance: The critique......Page 82 Measuring the impact of SHRM on performance......Page 83 Summary......Page 85 Case study: High road versus low road in the civil aviation industry......Page 87 References and further reading......Page 88 Objectives......Page 92 Case study: Muddled language hides the effect of the gig economy......Page 93 Introduction......Page 94 The immediate context of HRM......Page 97 The wider context of HRM......Page 101 Wider contextual influences on HRM today......Page 104 Ideas and theories in the wider context of HRM......Page 105 Underlying assumptions......Page 106 Alternative ways of thinking......Page 107 Ethical issues in HRM......Page 117 Concluding comments......Page 118 Summary......Page 119 Case study: BHS report lays bare failure and culpability: Parliamentary inquiry lambasts collapsed store chain’s ex-owner, buyer and its ‘directors, advisers and hangers-on’......Page 120 References and further reading......Page 121 PART 2 RESOURCING THE ORGANISATION......Page 124 Introduction to Part 2......Page 125 Objectives......Page 126 Introduction......Page 127 The nature of labour markets......Page 128 The supply of labour......Page 130 Population......Page 131 Workforce......Page 137 Patterns of labour market participation......Page 140 Labour demand......Page 145 Changing patterns of demand......Page 153 Changes in the occupational structure of employment......Page 155 Changing forms of employment......Page 157 Labour market outcomes: The quality of employment......Page 158 Concluding comments......Page 165 Summary......Page 166 Case study: Companies struggle to fill quarter of skilled jobs vacancies......Page 167 References and further reading......Page 168 Objectives......Page 170 Introduction......Page 171 Defining talent management......Page 172 Strategic talent management......Page 173 Attracting talent......Page 174 Defining the talent required......Page 177 Recruitment methods......Page 178 Selecting talent......Page 181 Retaining talent......Page 189 Developing talent......Page 192 Concluding comments......Page 199 Summary......Page 200 Case study: Staff retention and staying power: Nissan builds on loyalty at Sunderland plant......Page 201 References and further reading......Page 202 Objectives......Page 204 Introduction......Page 205 Discrimination and legal protection in the workplace......Page 206 Why is inequality a problem and why should managers be concerned with it?......Page 211 What are the embedded and deep-rooted causes of the problems of equality and diversity within an organisation?......Page 216 Two problems with institutional discrimination......Page 218 Using equality and diversity policies to deal with the problems......Page 219 Devising equality and diversity policies......Page 225 Sameness and difference......Page 229 The process of discrimination in an organisation......Page 230 Summary......Page 233 Case study: Employees of conscience?......Page 235 References and further reading......Page 236 PART 3 DEVELOPING THE HUMAN RESOURCE......Page 238 Introduction to Part 3......Page 239 Objectives......Page 240 Introduction......Page 241 The strategic importance of learning and development for organisations......Page 242 Individual learning and development......Page 243 Theories of learning......Page 249 Theories of the process of development......Page 254 Learning and development: The organisational context......Page 256 Learning and development: The national perspective......Page 274 Summary......Page 279 Case study: Learning IT systems......Page 280 References and further reading......Page 281 8 Leadership and management development......Page 284 Objectives......Page 285 Case study: Saatchi chief’s comments on ‘unambitious’ women come under fire from ad execs......Page 286 Defining leadership and management development (LMD)......Page 287 The purposes of LMD......Page 290 Developing an LMD strategy......Page 292 International leadership and management development......Page 309 The design of international leadership and management development programmes......Page 312 LMD in different contexts......Page 314 Concluding comments......Page 317 Summary......Page 318 Case study: In the NHS we Trust?......Page 319 References and further reading......Page 320 Objectives......Page 324 Case study: World asks just how the Brits do it......Page 325 Introduction......Page 326 Definitions and development of OD......Page 328 A brief history of OD......Page 329 OD today: The last 10 years......Page 335 The theories of OD......Page 337 The techniques and practices of OD......Page 340 OD: Strategy, structure and culture......Page 353 Summary......Page 360 References and further reading......Page 361 PART 4 THE EMPLOYMENT RELATIONSHIP......Page 366 Introduction to Part 4......Page 367 Objectives......Page 368 Introduction......Page 369 Distinguishing contractual and statutory employment rights......Page 371 The importance of the contract of employment......Page 373 Formation and the contract of employment......Page 374 Continuation: Discrimination in employment......Page 391 Termination of the employment contract......Page 392 Enforcement of contractual and statutory employment rights......Page 398 Contractual rights and wrongs?......Page 403 Current issues......Page 404 Conclusion......Page 407 Summary......Page 408 Case study: Age discrimination more widespread than sexism in the City......Page 410 References and further reading......Page 411 Objectives......Page 414 Case study: Alcoa Power and Propulsion......Page 415 Definitions from the practitioner literature......Page 416 Definitions from the academic literature......Page 417 Characteristics of engaged employees......Page 418 Employee disengagement......Page 420 Employee engagement and related concepts......Page 421 Employee engagement as an exchange process......Page 424 Employee engagement and psychological well-being......Page 426 Organisational drivers of engagement......Page 427 Organisational benefits of employee engagement......Page 428 Employee engagement and the older worker......Page 432 Measuring employee engagement......Page 433 Organisational strategies for enhancing employee engagement......Page 436 Governmental strategies for enhancing employee engagement......Page 438 Patterns of engagement across the world......Page 439 Summary......Page 442 Case study: Engaging employees at Tasty Catering......Page 443 References and further reading......Page 447 Objectives......Page 450 Case study: Mouldaplas......Page 451 The history of performance management......Page 452 The performance imperative: Why manage performance?......Page 453 What is performance management?......Page 455 Performance management in practice......Page 457 Approaches to performance appraisal......Page 460 Types of performance appraisal......Page 461 Limitations of performance measurement......Page 464 Performance management or surveillance?......Page 466 Collaborative performance management......Page 467 Green HRM and performance management......Page 473 Concluding comments......Page 476 Summary......Page 477 Case study: Performance improvement at TRW......Page 478 References and further reading......Page 479 Objectives......Page 483 Introduction......Page 484 The historical and theoretical foundations of employee reward......Page 485 The development of reward systems......Page 486 The design of reward systems and persistent debates......Page 488 Employee reward in the contemporary era......Page 492 Components of reward......Page 493 Reward management and the emergence of strategic approaches to reward......Page 499 Strategic reward in practice......Page 501 Factors influencing organisational approaches to reward practice and pay determination......Page 504 Gender pay reporting......Page 507 The Equality Act 2010 (EqA), ss. 64–80......Page 508 National Minimum Wage Regulations 1999......Page 509 Working Time Regulations 1998......Page 511 Internal/organisational factors and the influence of sector......Page 512 Pay determination – internal or external focus?......Page 515 Devising pay structures......Page 516 Pay progression......Page 522 Summary......Page 527 Case study: Zizzi cuts staff perks as minimum wage increases......Page 529 References and further reading......Page 530 Objectives......Page 533 Introduction......Page 534 Definitions......Page 535 Employee involvement......Page 536 Participation......Page 537 The practice of voice in the workplace......Page 539 Downward communication......Page 540 Upward problem-solving and team-working......Page 541 From team-working to high-performance management......Page 542 Representative participation......Page 543 Voice and the demise of collective bargaining......Page 544 Opportunities for renaissance? Trade union voice under New Labour (1997–2010): ‘Fairness, not favours’......Page 546 Trade union voice under the Coalition (2010–15) and Conservative (2015–) governments......Page 548 Boosting trade union voice: Servicing and organising......Page 549 Enter partnership......Page 550 Non-union systems of employee voice: A unitary approach to collective representation?......Page 552 The European Works Council Directive......Page 556 The Information and Consultation Directive......Page 558 Concluding comments......Page 560 Summary......Page 561 Case study: ‘Voice’ issues in a retail fashion organisation......Page 562 References and further reading......Page 563 PART 5 COMPARATIVE HUMAN RESOURCE MANAGEMENT......Page 568 Introduction to Part 5......Page 569 Objectives......Page 570 Introduction......Page 571 Comparative and international HRM: The field of scholarship......Page 572 Contemporary contexts for comparative HRM: Financialisation, financial crisis, ‘rule making’ and ‘Brexit’......Page 578 National patterns of employment and HRM: The USA, Japan and Germany......Page 583 Summary......Page 608 Case study: Mercedes-Benz in Alabama......Page 609 References and further reading......Page 610 Objectives......Page 613 Case study: New skills policy, patterns of skill formation and firms’ strategies in India......Page 614 Introduction......Page 615 Comparative capitalism in Asia......Page 616 China: State-led capitalist model......Page 618 India: State-guided capitalist model......Page 630 China and India: A comparative assessment......Page 641 Summary......Page 645 Case study: Organising informal workers in India: Failures and opportunities......Page 646 References and further reading......Page 647 Glossary of terms and abbreviations......Page 650 Index......Page 660 Beardwell & Thompson’s text offers a critical, social-science focused approach to HRM which caters for the students studying HRM at the higher level of undergraduate as well as being suited to those on MBA and postgraduate courses. This text has a specialised International HRM section, which gives it a competitive edge over others, and makes it suitable for a wider range of courses. It is also mapped closely to the relevant CIPD modules, and is edited and authored by academics who are heavily involved with the CIPD. The full text downloaded to your computer With eBooks you can: search for key concepts, words and phrases make highlights and notes as you study share your notes with friends eBooks are downloaded to your computer and accessible either offline through the Bookshelf (available as a free download), available online and also via the iPad and Android apps. Upon purchase, you will receive via email the code and instructions on how to access this product. Time limit The eBooks products do not have an expiry date. You will continue to access your digital ebook products whilst you have your Bookshelf installed. Encourage your students' critical thinking skills with a contemporary perspective on Human Resource Management. Human Resource Management, 8th edition is a highly engaging textbook that explores the latest developments and their impact on HRM. Its range of topics and features make this best-seller an ideal learning resource for your course.
This highly engaging, bestselling textbook, now in its eighth edition offers a comprehensive examination of contemporary human resource management issues and debates. Aimed at undergraduate, postgraduate and MBA students, this title provides an authoritative source for students of CIPD Advanced qualifications.