Contemporary Human Resource Management

Name: Contemporary Human Resource Management
Availability: OutOfStock
ISBN: 9780273728627

ISBN-10: 0273728628

ISBN-13: 9780273728627

Edition: 2009

Authors: Tom Redman

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Providing critical and pragmatic coverage of contemporary ideas in human resource management, this text looks at some of the key issues and topics in the field.

Book details



List of Case Studies


List of Contributors


Acknowledgements



Fundamentals of Human Resource Management



Human Resource Management: a contemporary perspective



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


Bibliography



Human Resource Management and Organisational Performance: in search of the HR advantage



Introduction


Strategy and HRM


HR and organisational performance: our approach and some background


Human resource advantage


Human capital advantage


Organisational process advantage


Conclusions and implications


Case study 2.1


Case study 2.2


Case study 2.3


Bibliography



Recruitment



Introduction


The external environment


The organisation


The job


Pre-recruitment activities


Recruitment methods


The need for an applicant perspective


Conclusions


Case study 3.1


Case study 3.2


Bibliography



Selection



Introduction


A brief overview of psychometric quality


The 'what' and 'how' of selection


Summary of trends


What do organisations actually do?


Explaining practice


Conclusions and implications for HRM


Case study 4.1


Case study 4.2


Case study 4.3


Bibliography



Training and Development



Introduction


The case for training and development


Training and development in the workplace


Rethinking training and development


Discussion and conclusions


Case study 5.1


Case study 5.2


Case study 5.3


Bibliography



Reward Management



Introduction


Why pay systems vary


Paying for performance: variable pay


Pay for performance: how strategic is it?


Discussion


Case study 6


Case study 6


Bibliography



Performance Appraisal



Introduction


Development of performance appraisal


The practice of performance appraisal


Recent developments in performance appraisal


Problems of performance appraisal


Conclusions


Case study 7


Bibliography



Industrial Relations



Introduction


Management approaches to industrial relations


Why employees join unions


The decline of joint regulation


The implications of declining joint regulation


Non-union workplaces


Non-union employee representation


Partnership with unions


Union organising and new types of union representative


Conclusions


Case study 8.1


Bibliography



Line Managers



Introduction developments in the literature


General questions emerging


Challenges arising


Future research


Conclusions


Case study 9.1


Case study 9.2


Bibliography



Organisation and Corporate Culture



Introduction


The concept of culture


Organisational culture


Categorisations of culture


Assessing organisational culture


Culture and organisational performance


Organisational culture and human resource management


Is culture change feasible?


Conclusion


Case study 10.1


Case study 10.2


Case study 10.3


Case study 10.4


Bibliography



Contemporary Themes and Issues



International HRM



Introduction


Thinking about international HRM: uniformity or diversity?


International HRM in practice


Conclusion


Case study 11.1


Case study 11.2


Case study 11.3


Bibliography



Comparative Human Resource Management



Introduction


Convergence or divergence in HRM systems


Empirical ways of understanding diversity


Conclusion


Case study 12.1


Case study 12.2


Bibliography



Understanding and Managing Careers in Changing Contexts



Introduction


An 'elastic' concept: diverse understandings of career


Changing contexts of work and career


Change and continuity in career form


Gender and ethnicity in career debates


Career lenses and approaches


More dynamic, less static approaches?


Holistic perspectives: new metaphors for thinking about career


Managing careers: implications for HR practice


Conclusion


Case study 13.1


Case study 13.2


Case study 3.3


Bibliography



Managing Diversity



Introduction


The managing diversity context


General principles


Implementing diversity initiatives


Global diversity management


Do diverstives deliver?


Conclusions


Case study 14.1


Case study 14.2


Case study 14.3


Bibliography



Work-Life Balance



Introduction


Is it work-life balance or something elser?


Why WLB is important to employers


When the government gets involved


Unions and WLB


Finding the boundaries


Conclusions


Case study 15.1


Case study 15.2


Bibliography



Downsizing



Introduction


Downsizing: the reality of HRM?


Methods of downsizing


Alternatives to redundancy


The redundancy process


Conclusions: downsizing, rightsizing or dumbsizing?


Case study 16.1


Case study 16.2


Bibliography



Employee Participation



Introduction


Defining participation


The context for employee participation


A framework for analysing employee participation


Employee participation in practice


The meanings and impact of participation


Employee participation and the EU


Conclusions


Case study 17.1


Case study 17.2


Case study 17.3


Bibliography



Knowledge Management and Human Resource Management



Introduction


Social context: the growing importance of knowledge


Defining knowledge work


Why worker participation is key to achieving participation in knowledge management initiatives


The organisational climate and workers' attitudes to knowledge management initiatives


HRM practices to support knowledge management initiatives


Case study 18.1


Case study 18.2


Bibliography



Employment Ethics



Introduction


Ethical theories: enter the moral maze


An employment ethics agenda


Shaping an ethical workplace


The history of ethical employment management


The advent of HRM


Conclusion: three fallacies of HRM ethics


Case study 19.1


Case study 19.2


Bibliography



Emotion at Work



Introduction


The emotional turn: key concepts and issues


Emotion in management theory and practice


Critical perspectives on emotion


Conclusions


Case study 20.1


Case study 20.2


Case study 20.3


Bibliography



Flexibility



Introduction: what do we mean by flexibility?


Flexibility in historical perspective


The flexible firm


Patterns of flexibili


Flexible specialisation


The new flexible firm


The high-surveillance firm and lean production


Flexibility in the public services


Conclusions


Case study 21.1


Bibliography



Workplace bullying



Introduction


How is workplace bullying defined?


The importance of power and dependency in workplace bullying


Identifying workplace bullying behaviours


Reporting of frequency of workplace bullying behaviours and risk groups


Impact on the target


Impact on witnesses


Impact on the organisation


Antecedents of workplace bullying


Prevention and management of workplace bullying


Conclusion


Case study 22.1


Case study 22.2


Bibliography


Index