دانلود کتاب Human Resource Management: A Contemporary Approach

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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