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Human Resource Management | |
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The Practice of Human Resource | |
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Management | |
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Introduction | |
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Human resource management defined | |
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The objectives of HRM | |
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Theories of HRM | |
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Characteristics of HRM | |
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The development of the concept of HRM | |
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Reservations about HRM | |
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The context of HRM | |
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The ethical dimension | |
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Strategic Human Resource | |
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Management | |
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Introduction | |
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The conceptual basis of strategic HRM | |
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Strategic HRM defined | |
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The resource-based view of strategic HRM | |
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Strategic fit | |
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Perspectives on strategic HRM | |
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The reality of strategic HRM | |
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Practical implications of strategic HRM theory | |
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HR Strategies | |
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Introduction | |
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What are HR strategies? | |
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General HR strategies | |
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Specific HR strategies | |
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Criteria for an effective HR strategy | |
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How should HR strategies be formulated? | |
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Developing HR strategies | |
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Implementing HR strategies | |
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Human Capital | |
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Management | |
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Introduction | |
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Human capital management defined | |
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The concept of human capital | |
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The constituents of human capital | |
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Human capital measurement | |
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Human capital internal reporting | |
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Human capital external reporting | |
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Introducing HCM | |
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The Role and Organization of the HR Function | |
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Introduction | |
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The role of the HR function | |
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The organization of the HR function | |
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Evaluating the HR function | |
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HR shared service centres | |
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Outsourcing HR work | |
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Offshoring | |
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Using management consultants | |
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Marketing the HR function | |
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HR budgeting | |
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The HR role of front line managers | |
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The Role of the HR Practitioner | |
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Introduction | |
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The basic role | |
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The business partner role | |
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The strategic role of HR specialists | |
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Service provision | |
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The guardian of values role | |
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Models of HR roles | |
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Gaining support and commitment | |
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Ethical considerations | |
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Professionalism in human resource management | |
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Ambiguities in the role of HR practitioners | |
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Conflict in the HR contribution | |
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The qualities required by HR professionals | |
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Continuous professional development | |
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The Impact of HRM on Performance | |
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Introduction | |
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The impact made by HRM | |
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How HRM strategies make an impact | |
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How HRM practices make an impact | |
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International HRM | |
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Introduction | |
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International HRM defined | |
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Issues in international HRM | |
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Global HR policies and practices | |
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Managing expatriates | |
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Corporate Social Responsibility | |
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Introduction | |
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Strategic CSR defined | |
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CSR activities | |
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The rationale for CSR | |
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Developing a CSR strategy | |
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Human Resource Management Research Methods | |
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Introduction | |
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The nature of research | |
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Research philosophy | |
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Planning and conducting research programmes | |
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Literature reviews | |
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Quantitative and qualitative methods of research | |
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Methods of collecting data | |
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Processes involved in research | |
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Statistical analysis | |
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Human Resource Management Processes | |
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Competency-based HRM | |
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Introduction | |
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Types of competencies | |
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Competency frameworks | |
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Coverage of competencies | |
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Applications of competency-based HRM | |
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Developing a competency framework Competencies and emotional intelligence | |
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Knowledge Management | |
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Introduction | |
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Knowledge management defined | |
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The concept of knowledge | |
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The purpose and significance of knowledge management | |
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Knowledge management strategies | |
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Knowledge management systems | |
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Knowledge management issues | |
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The contribution of HR to knowledge management | |
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High-performance Work Systems | |
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Introduction | |
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High-performance culture | |
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High-performance work system defined | |
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Characteristics of a high-performance work system | |
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Components of an HPWS | |
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Impact of high-performance work systems | |
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Reservations about the impact of an HPWS | |
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Developing a high-performance work system | |
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Work and Employment | |
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Work | |
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Introduction | |
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The nature of work | |
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Organizational factors affecting work | |
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Changes in the pattern of employment | |
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The future of work | |
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The Employment Relationship | |
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Introduction | |
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The employment relationship defined | |
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The basis of the employment relationship | |
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Employment relationship contracts | |
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What is happening to the employment relationship | |
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Managing the employment relationship | |
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Developing a high trust organization | |
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Theories explaining the employment relationship | |
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The Psychological Contract | |
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Introduction | |
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The psychological contract defined | |
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The psychological contract and the employment relationship | |
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The significance of the psychological contract | |
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Changes to the psychological contract | |
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State of the psychological contract 2004 | |
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How psychological contracts develop | |
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Developing and maintaining a positive psychological contract | |
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The Essence of Organizational Behaviour | |
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Introduction | |
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Organizational behaviour defined | |
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Organizational behaviour defined | |
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Organization behaviour and the social and behavioural sciences | |
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Explaining organizational behaviour | |
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Factors affecting organizational behaviour | |
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The sources and applications of organization behaviour theory | |
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The significance of organizational behaviour theory | |
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Organizational Behaviour | |
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Characteristics of People | |
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Introduction | |
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Individual differences | |
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Personal characteristics | |
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Types of behaviour | |
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Implications for HR specialists | |
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Motivation | |
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Introduction | |
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Motivation defined | |
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Types of motivation | |
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Motivation theories | |
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Motivation and money | |
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Motivation strategies | |
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Engagement and Commitment | |
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Introduction | |
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The concepts of engagement and commitment compared | |
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Employee engagement | |
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Organizational commitment | |
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The contribution of HR to developing commitment | |
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How Organizations Function | |
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Introduction | |
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Organization theory | |
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Organization structure | |
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Types of organization | |
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Organizational processes | |
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Organizational Culture | |
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Introduction | |
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Organizational culture defined | |
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Organizational climate defined | |
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How organizational culture develops | |
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The diversity of culture | |
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The components of culture | |
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Classifying organizational culture | |
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Assessing organizational culture | |
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Measuring organizational climate | |
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Appropriate cultures | |
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Supporting and changing cultures | |
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Organization Design and Development | |
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Organization Design | |
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Introduction | |
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The process of organizing | |
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Aims of organization design | |
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Conducting organization reviews | |
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Who does the work? | |
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Organization Development | |
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Introduction | |
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Organization development defined | |
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Organization development programmes | |
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Assumptions and values of organization development | |
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Organization development activities | |
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Change Management | |
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Introduction | |
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Types of change | |
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The change process | |
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Change models | |
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Resistance to change | |
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Implementing change | |
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Guidelines for change management | |
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Organizational transformation | |
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The role of HR in managing change | |
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Job, Role, Competency and Skills Analysis | |
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Introduction | |
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Definitions | |
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Job analysis | |
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Job descriptions | |
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Role analysis and role profiles | |
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Generic role profiles | |
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Behavioural competency modelling | |
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Analysing technical competencies | |
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Skills analysis | |
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Job and Role Design and Development | |
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Introduction | |
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Job design | |
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Role development | |
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People Resourcing | |
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People Resourcing Strategy | |
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Introduction | |
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The objective of people resourcing strategy | |
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The strategic HRM approach to resourcing | |
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Integrating business and resourcing strategies | |
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The components of employee resourcing strategy | |
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Bundling resourcing strategies and activities | |
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Human Resource Planning | |
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Introduction | |
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Human resource planning defined | |
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Aims of human resource planning | |
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Use of human resource planning | |
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Approaches to human resource planning | |
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People Resourcing Practice | |
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Introduction | |
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Employee value proposition | |
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Employer brand | |
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Employee turnover | |
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Retention planning | |
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Absence management | |
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Flexibility planning | |
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Recruitment and Selection | |
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Introduction | |
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The recruitment and selection process | |
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Defining requirements | |
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Attracting candidates | |
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Processing applications | |
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Selection methods | |
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Dealing with recruitment problems | |
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References and offers | |
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Selection Interviewing | |
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Introduction | |
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Purpose | |
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The basis of an interview -- the person specification | |
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The nature of an interview -- obtaining the information | |
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Advantages and disadvantages of interviews | |
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Interviewing arrangements | |
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Preparation | |
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Planning an interview | |
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Types of interviews | |
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Interview techniques -- starting and finishing | |
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Interviewing techniques -- asking questions | |
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Selection interviewing skills | |
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Coming to a conclusion | |
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Selection Tests | |
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Introduction | |
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Psychological tests | |
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Ability tests | |
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Characteristics of a good test | |
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Interpreting test results | |
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Choosing tests | |
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The use of tests in a selection procedure | |
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Good practice in psychological testing | |
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Talent Management | |
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Introduction | |
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The meaning of talent management | |
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The process of talent management | |
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Developing a talent management strategy | |
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Management succession planning | |
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Career Management | |
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Introduction | |
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Career management defined | |
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Aims | |
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Career stages | |
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Career development strategy | |
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Career management activities | |
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The process of career management | |
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Self-managed careers | |
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Introduction to the Organization | |
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Introduction | |
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Induction: what it is and why it is important | |
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Reception | |
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Documentation | |
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Company induction -- initial briefing | |
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Introduction to the workplace | |
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Formal induction courses | |
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On-the-job induction training | |
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Release from the Organization | |
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Introduction | |
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Redundancy | |
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Dismissal | |
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Retirement | |
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Performance Management | |
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The Process of Performance Management | |
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Introduction | |
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Performance management defined | |
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Objectives of performance management | |
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Characteristics of performance management | |
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Underpinning theories | |
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The performance management cycle | |
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Conducting a performance review meeting | |
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Assessing performance | |
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Dealing with under-performers | |
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Introducing performance management | |
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Line managers and performance management | |
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360-degree Feedback | |
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Introduction | |
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Use of 360-degree feedback | |
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360-degree feedback - methodology | |
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360-degree feedback -- advantages and disadvantages | |
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Development and implementation | |
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Learning and Development | |
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Learning and Development Strategy | |
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Introduction | |
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Features of a learning and development strategy | |
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Learning culture | |
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The learning organization | |
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The contribution of learning and development to organizational performance | |
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The Process of Learning and Development | |
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Introduction | |
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Learning and development defined | |
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Elements of learning and development | |
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Approaches to learning and development | |
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Informal and formal learning | |
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E-learning | |
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Blended learning | |
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Self-directed learning | |
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Development | |
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Training | |
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Learning and Development Programmes and Events | |
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Introduction | |
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The business case for learning and development | |
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Planning and delivering learning programmes and events | |
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Responsibility for the implementation of learning | |
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Identifying learning needs | |
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Evaluation of learning | |
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How People Learn | |
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Introduction | |
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Learning defined | |
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The learning process | |
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Learning theory | |
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Learning styles | |
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Learning to learn | |
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The learning curve | |
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The motivation to learn | |
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The implications of learning theory and concepts | |
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Organizational Learning | |
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Introduction | |
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Organizational learning defined | |
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The process of organizational learning | |
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Outcomes of organizational learning | |
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Outcomes of organizational learning | |
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Evaluative enquiry | |
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Organizational learning and the learning organization | |
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Management Development | |
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Introduction | |
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Management development policy | |
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Management development strategy | |
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Approaches to management development | |
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The integrated approach to management development | |
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Responsibility for management development | |
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Criteria for management development | |
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Rewarding People | |
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Reward Management | |
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Introduction | |
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Reward management defined | |
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The philosophy of reward management | |
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The reward system | |
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Total reward | |
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Reward strategy | |
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Reward management and line management capability | |
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Job Evaluation | |
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Introduction | |
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Job evaluation defined | |
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Approaches | |
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Analytical job evaluation schemes | |
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Non-analytical schemes | |
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]Market pricing | |
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Computer-aided job evaluation | |
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Choice of approach | |
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Designing an analytical point-factor job evaluation scheme | |
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Designing an analytical matching job evaluation scheme | |
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Equal pay considerations | |
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Conclusions | |
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Market Rate Analysis | |
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Introduction | |
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The concept of a market rate | |
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Job matching | |
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Use of benchmark jobs | |
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Sources of market data | |
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Interpreting and presenting market rate data | |
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Using survey data | |
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Grade and Pay Structures Introduction | |
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Definitions | |
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Types of grade and pay structure | |
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Designing grade and pay structures | |
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Contingent Pay | |
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Introduction | |
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Contingent pay as a motivator | |
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Arguments for and against contingent pay | |
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Alternatives to contingent pay | |
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Criteria for success | |
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Performance-related pay | |
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Competency-related pay | |
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Contribution-related pay | |
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Skill-based pay | |
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Readiness for individual contingent pay | |
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Developing and implementing individual contingent pay | |
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Service-related pay | |
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Summary of individual contingent pay schemes | |
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Bonus schemes | |
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Team-based pay | |
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Organization-wide bonus schemes | |
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Choice of approach to contingent pay | |
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Rewarding Special Groups Reward management for directors and executives | |
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Reward management for sales representatives | |
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Paying manual workers | |
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Employee Benefits, Pensions and Allowances | |
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Employee benefits | |
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Pensions | |
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Communicating pensions policies | |
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Total reward statements | |
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Allowances | |
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Managing Reward Systems | |
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Introduction | |
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Controlling reward | |
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Monitoring and evaluating reward policies and practices | |
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Conducting pay reviews | |
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Reward procedures | |
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Managing the development of reward systems | |
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Devolution to line managers of responsibility for reward | |
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Communicating to employees | |
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Employee Relations | |
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The Employee Relations Framework | |
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Introduction | |
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The basis of employee relations | |
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Industrial relations as a system of rules | |
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Regulations and rules in industrial relations | |
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Collective bargaining | |
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The unitary and pluralist views | |
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The concept of social partnership | |
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Individualism and collectivism | |
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Voluntarism and its decline | |
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The HRM approach to employee relations | |
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The context of industrial relations | |
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Developments in industrial relations | |
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The parties to employee relations | |
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Employee Relations Processes Introduction | |
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Employee relations policies | |
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Employee relations strategies | |
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Employee relations climate | |
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Union recognition | |
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Collective bargaining arrangements | |
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Collective bargaining outcomes | |
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Informal employee relations processes | |
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Other features of the industrial relations scene | |
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Negotiating and bargaining | |
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Managing with unions | |
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Managing without trade unions | |
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The state of employment relations | |
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Handling employment issues | |
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Employee Voice | |
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Introduction | |
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The meaning of employee voice | |
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The forms of employee voice | |
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The framework for employee voice | |
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Expression of employee voice | |
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Joint consultation | |
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Attitude surveys | |
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Suggestion schemes | |
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Effectiveness of employee involvement and participation | |
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Planning for voice | |
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EU Directives affecting employee voice procedures | |
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Employee Communications | |
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Introduction | |
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The importance of employee communications | |
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What should be communicated? | |
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Communication methods | |
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Employee communication strategy | |
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Health, Safety and Employee Well-being | |
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Health and Safety | |
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Introduction | |
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Managing health and safety at work | |
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Health and safety policies | |
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Conducting risk assessments | |
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Health and safety audits | |
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Health and safety inspections | |
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Accident prevention | |
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Occupational health programmes | |
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Measuring health and safety performance | |
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Communicating the need for better health and safety practices | |
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Health and safety training | |
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Organizing health and safety | |
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Employee Well-being Introduction | |
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Significance of the work environment | |
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Services for individuals | |
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Group employee services | |
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HR Policies, Procedures and Systems | |
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HR Policies | |
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Introduction | |
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Why have HR policies? | |
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Overall HR policy | |
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Specific HR policies | |
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Formulating HR policies | |
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Implementing HR policies | |
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HR Procedures What are HR procedures? | |
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Capability procedure | |
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Disciplinary procedure | |
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Grievance procedure | |
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Redundancy procedure | |
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HR Information Systems | |
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Introduction | |
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Reasons for introducing an HRIS | |
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The functions of an HRIS | |
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Features of an HRIS | |
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Introducing an HRIS | |
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Appendices | |
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Example of Employee Engagement and Commitment Survey | |
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Example of Performance Management Survey | |
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Example of Reward Survey | |
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Learning and Development Activities and Methods | |
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HRM Research Methods | |
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Web Addresses | |
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Subject/Author Index | |