Normal view MARC view

Human resource management: a contemporary approach

Author: Beardwell, Julie ; Claydon, TimPublisher: Prentice Hall, 2007. ; Financial Times, 2007.Edition: 5th ed.Language: EnglishDescription: 694 p. : Graphs ; 27 cm.ISBN: 9780273707639Type of document: BookBibliography/Index: Includes bibliographical references and index and glossary
Tags: No tags from this library for this title. Log in to add tags.
Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD6957 .B43 2007
(Browse shelf)
001232754
Available 001232754
Total holds: 0

Includes bibliographical references and index and glossary

Digitized

Human Resource Management A Contemporary Approach Contents Preface Guided tour Plan of the book How to use this book Contributors Acknowledgements ix xiv xv xvi xix Best-practice SHRM: high commitment models HRM and performance SHRM and performance: the critique Measuring the impact of SHRM on performance and the balanced scorecard Conclusion Summary Questions Case study: Café Expresso Useful websites References and further reading 59 63 65 70 73 74 75 76 78 78 Part 1 HUMAN RESOURCE MANAGEMENT AND ITS ORGANISATIONAL CONTEXT Introduction to Part 1 3 1 An introduction to human resource management Julie Beardwell and. Ian Clark 3 Contextualising HRM: developing critical thinking Audrey Collin 83 83 83 87 92 99 108 109 111 112 112 114 4 4 4 5 6 7 11 21 25 27 28 28 30 Objectives Introduction Definitions of HRM The origins of HRM Models of HRM Phases in the HRM debate HRM in practice The impact of HRM on the HR function Conclusion Summary Case study: Comparing different styles of people management References and further reading Objectives Introduction The immediate context of HRM The wider context of HRM Ways of seeing and thinking Conclusion . . . and a new beginning? Summary Questions Exercise Case study: Awkward squad promises a rough ride at Blackpool References and further reading Part 1 Case study: How well are we doing at work? 117 2 Strategic human resource management Nicky Golding 34 34 34 36 37 41 43 Part 2 RESOURCING THE ORGANISATION Objectives Introduction to strategic human resource management Understanding the business context Approaches to the strategy-making process The systemic approach The rise of strategic human resource management Exploring the relationship between strategic management and SHRM: the best-fit school of SHRM The resource-based view of SHRM Introduction to Part 2 121 4 Human resource management and the labour market Tim Claydon and Amanda Thompson 122 122 122 123 125 44 52 Objectives Introduction The nature of labour markets The supply of labour Labour demand Labour market outcomes: the quality of employment Conclusion: labour market developments, job quality and the implications for the employment relationship Summary Questions Case study: Stuck on the 'mummy track' - why 133 143 151 152 153 having a baby means lower pay and prospects153 References and further reading 154 Equality and diversity policies 233 Devising equality and diversity policies 239 Institutional discrimination 244 The process of discrimination in an organisation 246 Concluding comment 249 Summary 249 Questions 250 Case study 1: A short case scenario 250 Case study 2: Safe future finance 251 References and further reading 252 Part 2 Case study: 5 Human resource planning Julie Beardwell Teacher shortages 254 157 157 157 158 159 172 181 182 183 185 186 186 187 187 Objectives Introduction Defining human resource planning The traditional approach to HRP Human resource planning - a contemporary approach The advantages and disadvantages of human resource planning Human resource planning in practice HRP and strategic HRM Future directions Summary Questions Case study: London Olympics 2012 References and further reading Part 3 DEVELOPING THE HUMAN RESOURCE Introduction to Part 3 257 8 Learning and development Audrey Collin 260 6 Recruitment and selection Julie Beardwell 189 Objectives Introduction The external context The internal context Key stages in the recruitment and selection process Conclusion Summary Questions Case study: International graduate recruitment at GKN References and further reading 189 189 190 194 199 219 220 221 221 222 Objectives 260 Introduction 260 The changing world of work and organisations 261 Learning and development 265 The outcomes and process of learning 270 The process of development 280 The organisation as context for learning and development 288 Controversial issues 295 Conclusions 296 Summary 297 Questions 298 Exercises 299 Case study 1: Growing pains let change blossom 300 Case study 2: GE's corporate boot camp cum talent spotting venue 301 Useful websites 302 References and further reading 303 9 Human resource development: the organisational and national framework Main Watson 7 Managing equality and diversity Mike Noon 307 307 307 308 311 334 336 225 Objectives 225 Introduction 225 The nature of discrimination 226 Why be concerned with equality and diversity? 228 Objectives Introduction Training, learning, HRD and HRM HRD: the organisational context HRD and national frameworks for vocational education and training The European dimension - VET in Europe VET in the UK Summary Questions Exercises Case study 1: Wealden District Council Case study 2: Smart cookies Useful websites References and further reading 340 350 351 351 351 352 353 354 10 Management development Mike Doyle 359 The regulation of working time Termination of the employment contract Enforcement of contractual and statutory employment rights New rights at work? Conclusion Summary Questions Case study: The pitfalls that follow a failure of best practice Useful websites References and further reading 435 437 440 442 448 450 451 451 452 452 Objectives 359 Introduction 359 Defining management development 360 Management development as a strategic imperative 361 Organisational approaches to management development 363 Organising management development programmes 368 Implementing and evaluating management development programmes 371 Management development for different contexts and special needs 383 The future for management development: the need for new thinking and new practices? 401 Summary 404 Questions 405 Exercises 405 Case study: Management development in Mid-County NHS Trust 405 References and further reading 407 Part 3 Case study: Transforming Anglian Water 12 Establishing the terms and conditions of employment Sue Marlow and Trevor Coiling 454 454 454 456 458 461 464 ` 465 467 475 481 482 482 483 483 Objectives Introduction Collective bargaining - a short overview The collective agreement Changes in collective bargaining since the 1980s HRM and collective bargaining New Labour' and the contemporary employment relationship Establishing the terms and conditions of employment in the public sector Establishing the terms and conditions of employment in non-union organisations Summary Questions Exercises Case study: Fears about job destruction proved to be unfounded References and further reading 411 Part 4 THE EMPLOYMENT RELATIONSHIP 13 Reward and performance management Alan J. Ryan and Julia Pointon 487 487 487 488 489 491 502 505 509 518 519 520 520 521 521 522 Introduction to Part 4 415 11 The employment relationship and employee rights at work Ian Clark 416 416 416 417 419 432 Objectives Introduction Distinguishing contractual and statutory employment rights The contract of employment Discrimination in employment Objectives Introduction The development of reward systems Design and debates Motivation as a mechanism New day, new way, new pay? The psychological contract HRM and performance management Some difficulties Conclusion Summary Questions Exercises Case study: Widgets Are Us References and further reading 14 Employee participation and involvement Peter Butler and Linda Glover, 525 525 525 526 530 534 537 546 Objectives Introduction Definitions History of EPI EPI: managerial motives EPI practices in the workplace Works councils and consultation in the European Union New management initiatives: from quality circles, to quality management, to 'high performance management'? Summary Case study: Advanced Components References and further reading Part 4 Case study: Malone Superbuy Ltd Conclusion Summary Questions Case study: Chill enters cosy German boardrooms References and further reading 593 593 593 594 595 16 Human resource management in China and India Linda Glover and Anita Trivedi 598 598 598 599 600 615 628 629 629 630 549 555 555 557 561 Objectives Introduction Convergence or divergence in Asia? China: economic growth and HRM India Summary Case study: Yummee Biscuits: Part 1 Case study: Yummee Biscuits: Part 2 References and further reading Part 5 INTERNATIONAL HUMAN RESOURCE MANAGEMENT Introduction to Part 5 563 17 International HRM Phil Almond and Olga Tregaskis 634 634 634 636 640 15 HRM trends and prospects: a comparative perspective Ian Clark and Tim Claydon 564 564 564 566 566 571 576 581 582 584 591 Objectives Introduction National employment systems Germany: the social partnership model Japan: the enterprise-based model The American employment system: a managerial model Three national systems: a summary Patterns of change in national systems Where the USA leads the rest of the world follows? Change, convergence and divergence in employment systems Objectives Introduction The international strategic context Configuration of the international HRM function Knowledge and the transfer of the HR policy and practice in international organisations Country effects Summary Questions Case study: All change at Linkz References and further reading Part 5 Case study: Global and local: the case of the inoperable HRM strategy Glossary of terms and abbreviations Index 651 654 661 662 662 664 667 669 677

There are no comments for this item.

Log in to your account to post a comment.
Koha 18.11 - INSEAD Catalogue
Home | Contact Us | What's Koha?