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Managing Human Resources, 3rd Edition

Book Description

This is the third edition of a book which has gained wide acceptance in universities and colleges for use on advanced courses in human resource management.

Written by a team of recognized experts in thier field, it combines a high academic standard with an applied approach to the challenges facing managers today, which will appeal to both line mangers and human resource managers.

Table of Contents

  1. Cover
  2. Halftitle
  3. Title
  4. Copyright
  5. Contents
  6. Biographical notes
  7. Preface
  8. Preface to first edition
  9. Preface to second edition
  10. List of abbreviations
  11. Introduction
  12. 1 Developing a strategy for human resources
    1. 1.1 The nature of corporate strategy
    2. 1.2 Corporate strategy and human resource strategy
    3. 1.3 Structure and strategy
    4. 1.4 Variations on the basic models
    5. 1.5 Factors influencing the choice of organisation structure
    6. 1.6 Culture
    7. 1.7 Human resource planning
    8. 1.8 Human resource information
    9. 1.9 Putting the plan together
    10. 1.10 References
  13. SECTION I MANAGING EMPLOYMENT
    1. 2 Recruitment and retention
      1. 2.1 Recruitment policy
      2. 2.2 The labour market
      3. 2.3 Employment costs and the recruitment process
      4. 2.4 Advertising for staff
      5. 2.5 Short-listing
      6. 2.6 ‘The psychological contract’
      7. 2.7 Retention
      8. 2.8 Measuring absenteeism
      9. 2.9 Controlling absenteeism and wastage
      10. 2.10 References
    2. 3 Selection methods
      1. 3.1 Introduction
      2. 3.2 Validity
      3. 3.3 Correlation
      4. 3.4 Measuring validity
      5. 3.5 Reliability
      6. 3.6 Improving criterion-related validity
      7. 3.7 Choosing performance criteria
      8. 3.8 Psychometric tests
      9. 3.9 Other kinds of test
      10. 3.10 Assessment centres
      11. 3.11 The interview
      12. 3.12 Choosing a selection method
      13. 3.13 References
  14. SECTION II TRAINING AND EMPLOYMENT
    1. 4 Training: The essential ingredient
      1. 4.1 Training: the broader national perspective
      2. 4.2 Training and industry
      3. 4.3 Making the case for training: benefits for the employer and the individual
      4. 4.4 Towards a definition of training
      5. 4.5 Training and learning
      6. 4.6 A systematic training approach
      7. 4.7 Identifying training needs: the assessment phase
      8. 4.8 Setting training objectives: the planning phase
      9. 4.9 Selecting training design and methods: the design phase
      10. 4.10 Conducting the training: the implementation phase
      11. 4.11 Evaluating training outcomes
      12. 4.12 Conclusions
      13. 4.13 References
    2. 5 Culture, organisation development and change
      1. 5.1 Main influences on OD
      2. 5.2 OD interventions and technology
      3. 5.3 Effective use of OD resources
      4. 5.4 References
    3. 6 From personal to professional development: Creating space for growth
      1. 6.1 Personal development: a historical perspective
      2. 6.2 Principles underpinning personal developmentContents
      3. 6.3 Translating principles into practice
      4. 6.4 Professional development – a historical perspective
      5. 6.5 Principles underpinning professional development
      6. 6.6 Translating principles into practice
      7. 6.7 Conclusions
      8. 6.8 References
  15. SECTION III EMPLOYEE RELATIONS: THE LEGAL FRAMEWORK OF EMPLOYMENT AND EQUAL OPPORTUNITIES
    1. 7 Employee relations
      1. 7.1 Introduction
      2. 7.2 Managing employee relations
      3. 7.3 Collective bargaining structure
      4. 7.4 The conduct of bargaining
      5. 7.5 Assessment of employee relations
      6. 7.6 Future developments in employee relations
      7. 7.7 References
    2. 8 The legal framework of employment
      1. 8.1 The legal system in Britain
      2. 8.2 Individual employment law
      3. 8.3 Statutory protection
      4. 8.4 Statutory protection at dismissal
      5. 8.5 Trade unions, collective agreements and trade disputes
      6. 8.6 Worker involvement
      7. 8.7 Liability for strikes
      8. 8.8 Conclusions
      9. 8.9 Further Reading
    3. 9 Equal opportunities
      1. 9.1 Introduction
      2. 9.2 The legal framework and regulatory bodies
      3. 9.3 Diversity or equal opportunity?
      4. 9.4 Equal opportunities policies
      5. 9.5 The future of equal opportunities
      6. 9.6 References
      7. 9.7 Further reading
  16. SECTION IV REWARD MANAGEMENT AND THE MANAGEMENT OF PERFORMANCE
    1. 10 Motivation and rewards
      1. 10.1 Introduction
      2. 10.2 Motivation
      3. 10.3 Two-factor theory
      4. 10.4 Expectancy theory
      5. 10.5 Goal-setting theory
      6. 10.6 Creating a motivating environment
      7. 10.7 References
    2. 11 Pay policy, pay processes, and the management of rewards
      1. 11.1 Introduction
      2. 11.2 Market forces
      3. 11.3 Pay surveys
      4. 11.4 Job evaluation and internal equity
      5. 11.5 Traditional approaches to job evaluation
      6. 11.6 Modern forms of job evaluation
      7. 11.7 Introducing and maintaining job evaluation
      8. 11.8 Criticisms of job evaluation
      9. 11.9 Payment by results
      10. 11.10 Gainsharing
      11. 11.11 Salary structures
      12. 11.12 Merit awards
      13. 11.13 Team working
      14. 11.14 Employee benefits
      15. 11.15 References
    3. 12 Appraising and rewarding performance
      1. 12.1 Appraisal
      2. 12.2 Behaviour scales
      3. 12.3 Multiple rating in appraisal
      4. 12.4 Performance management
      5. 12.5 Pay for skills
      6. 12.6 Competency-based pay
      7. 12.7 References
  17. SECTION V INTERNATIONAL HUMAN RESOURCE MANAGEMENT
    1. 13 International human resource management
      1. 13.1 Importance of international HRM
      2. 13.2 Staffing the international organisation
      3. 13.3 Structures of international organisations
      4. 13.4 National cultures
      5. 13.5 Business values and ethics
      6. 13.6 Culture: language and non-verbal communication
      7. 13.7 Labour market issues
      8. 13.8 Expatriate rewards
      9. 13.9 Employee relations
      10. 13.10 Intercultural negotiations
      11. 13.11 References
  18. Index