Verfügbarkeit: Human resource management | Technische Universität München

Human resource management:

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Bibliographische Detailangaben
Vorheriger Titel:	Torrington, Derek Personnel management
Beteiligte Personen:	Torrington, Derek (VerfasserIn), Hall, Laura (VerfasserIn)
Format:	Buch
Sprache:	Englisch
Veröffentlicht:	London [u.a.] Prentice Hall Europe 1998
Ausgabe:	4. ed.
Schlagwörter:	Personnel management Personalwesen Management Humankapital Personalpolitik Führung
Links:	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008735266&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
Beschreibung:	Bis 3. Aufl. u.d.T.: Torrington, Derek: Personnel management
Umfang:	XXVII, 717 S.
ISBN:	0136265324

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Datensatz im Suchindex

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adam_text	Parti Introduction 1 The nature of personnel and human resource management 4 2 Human resource strategy 23 Part II Organisation 3 Strategic aspects of organisation 52 4 Planning: jobs and people 63 5 Structure and culture 88 6 Organisational communication and systems 712 7 Information 730 8 Interactive skill: presentation 757 Part III Resourcing 9 Strategic aspects of resourcing 770 10 Contracts of employment, contractors and consultants 183 11 Recruitment 204 12 Selection methods and decisions 227 13 Ending the employment contract 244 14 Interactive skill: selection interviewing 263 Part IV Performance 15 Strategic aspects of performance 286 16 Organisational performance 298 17 Managing individual performance 317 ¦ 18 Team performance 335 19 Managing diversity 350 20 Interactive skill: the appraisal interview 382 Part V Development 21 Strategic aspects of development 402 22 Competence, competencies and NVQs 414 23 Management development 429 24 Career development 448 25 Interactive skill: teaching 449 vi Brief contents Part VI Involvement ,¦ 26 Strategic aspects of involvement 492 . 27 Trade union recognition and consultation 507 28 Health, safety and welfare 522 29 Grievance and discipline 545 30 Interactive skill: grievance and disciplinary interviewing 564 Part VII Pay 31 Strategic aspects of payment 582 32 Job evaluation 600 33 Incentives, performance pay and fringe benefits 678 34 Pensions and sick pay 636 35 Interactive skill: negotiation 658 Part VIII Ethics 36 Personnel, ethics and human resource management 682 Preface xxv Part I Introduction 1 The nature of personnel and human resource management 4 The make up of contemporary personnel management 7 The social reformer 8 The acolyte of benevolence 8 The humane bureaucrat 9 The consensus negotiator 10 Organisation man // Manpower analyst 11 Human resource management 12 Ways of organising the personnel function 15 Personnel or HR manager/director 18 Personnel officer 18 Employee relations manager 18 Management development manager 18 Training and development consultants 18 Recruitment and selection manager 18 Human resource planner 19 Organisation development consultant 19 Safety officer/welfare officer 19 Personnel administration manager 19 A philosophy of personnel management 19 Summary propositions 21 References 21 General discussion topics 22 2 Human resource strategy 23 What is human resource strategy? 2 3 The degree of integration with organisational strategy 26 The role of the personnel function in strategy 28 viii Main contents Factors influencing the role 29 Specific personnel roles in strategy 32 Formal models of human resource strategy 34 Fombrun, Tichy and Devanna s matching model 34 The Harvard model 36 The Warwick model 37 Guest s model 38 Human resource management strategic themes 39 Strategy, learning and change 42 Summary propositions 42 References 43 General discussion topics 45 Part I Case study problem 46 Part I Examination questions 47 Part II Organisation 3 Strategic aspects of organisation 52 Chandler s three stages of business development 52 Centralisation and decentralisation 53 Planning 56 Information and communication 57 Rivalry 58 Distorted perceptions 58 Resource allocation 58 Summary propositions 60 References 61 General discussion topics 62 4 Planning: jobs and people 63 The role of planning 63 Feasibility and use of human resource planning 64 A model of human resource planning 65 Analysing the environment 67 Defining the future in human resource terms 69 Organisation, behaviour and culture 69 Employee numbers and skills (demand forecasting) 69 Taking account of changing employee utilisation 72 Analysing the current situation 72 Organisation, behaviour and culture 72 Statistical analysis 74 Analyses of staff leaving the organisation 74 Analyses of internal movements 76 Reconciliation, decisions and plans 79 Summary propositions 57 References 81 Appendix 82 General discussion topics 87 Main contents ix 5 Structure and culture 88 The fundamentals of the organising process 88 Task identity and job definition 89 Structure 90 Decision making complexes 91 Alternative forms of organisation structure 92 The entrepreneurial form 92 The bureaucratic form 93 The matrix form 94 The independence form 95 Differentiated structures 96 New forms of structure? 97 The boundaryless organisation 98 Delayering 98 Organisational culture 100 Corporate culture 707 Culture in national context 102 Culture in international context 103 Developing corporate culture 706 Summary propositions 709 References 7 70 General discussion topics 77 7 6 Organisational communication and systems 7/2 Meaning and scope of communication 712 Purposes of communication in organisation 7/3 The process of communicating: the telecommunications analogy 7 74 Barriers to communication 116 The frame of reference 7 76 The stereotype 118 Cognitive dissonance 7/5 The halo or horns effect /18 Semantics and jargon 119 Not paying attention and forgetting 119 Ways of communicating in organisations 121 Team briefing 123 Objective setting cascades 126 Focus groups 126 Customer feedback systems 121 Staff surveys 127 Summary propositions 127 References 128 General discussion topics 129 7 Information no A computer revolution? 730 Personnel information: a model 113 Individual employee information 134 Aggregate employee information 136 Absence analysis and costing 136 x Main contents Turnover analysis and costing 735 Equal opportunities analysis 739 The workforce and organisational performance 740 Information from personnel systems and activities 747 Recruitment systems 742 Training activities 743 Employee health programmes 743 Information on the personnel function 744 Confidentiality, privacy and security 745 Confidentiality 745 Privacy 745 The Data Protection Act 1984 745 The EU Directive relating to paper records 747 Summary propositions 745 References 749 General discussion topics 750 8 Interactive skill: presentation 757 Preparing the presentation 753 Objectives 753 The status of the speaker 753 The room 754 The material 755 The speaker 757 Making the presentation 755 Rapport 755 Preview 759 Development 760 Voice 760 Visual aids 767 Hand outs 762 Language 762 Closing 762 Pitfalls 762 Summary propositions 763 References 763 Practical exercises in presentation 764 Part II Case study problem: Setting up a call centre 765 Part II Examination questions 767 Part III Resourcing 9 Strategic aspects of resourcing 7 70 Responding to external labour markets and demographics 7 70 Labour shortages 7 70 Age composition 7 77 Sex composition 7 77 Skill shortage 7 77 A planned response to demographic change 7 72 Main contents xi Flexible resourcing choices 7 73 Numerical flexibility 173 Temporal flexibility 174 Flexibility: rhetoric and reality 175 Ready made or home grown 176 Targeting specific competencies 179 Strategic resourcing roles 750 Summary propositions 757 References 181 General discussion topics 752 10 Contracts of employment, contractors and consultants 753 The development of working patterns 754 Shift working 757 The part timer shift 755 The permanent night shift 755 Alternating day and night shifts 759 Double day shifts 759 Three shift working 759 Part time working 790 Flexible working hours 790 Annual hours 79/ Zero hours 792 Temporary contracts 792 Distance working and subcontracting 794 Finding the right people 7 95 Job specification and selection 195 Communication and control 795 Pay and performance 796 The contract of employment 7 96 Employing consultants 197 Describe the problem 199 Formulate an approach 200 Work out how you could do it in house 200 Find out how it could be done by consultants 201 Decide between alternatives 201 Summary propositions 202 References 202 General discussion topics 20i 11 Recruitment 204 Determining the vacancy 204 Methods of recruitment 207 The recruitment methods compared 207 Recruitment advertising 209 Advertising media 211 Drafting the advertisement 212 Advertising control 274 Employment documentation 2/5 Correspondence 276 xii Main contents Miscellaneous information 276 Recruitment monitoring and evaluation 217 Shortlisting 217 Summary propositions 219 References 279 General discussion topics 220 12 Selection methods and decisions 227 The role of personnel management in selection 227 Selection as a two way process 222 : Selection criteria and the person specification 223 Organisational criteria 224 Functional/departmental criteria 224 Individual job criteria 224 Choosing selection methods 225 Selection methods 226 Application forms 226 •, Self assessment 228 Telephone screening 228 Testing 230 Critical features of test use 230 Problems with using tests 232 Types of test for occupational use 233 Group selection methods and assessment centres 235 Work sampling 236 References 237 Other methods 237 Using consultants 238 Final selection decision making 238 Validation of selection procedures 239 Selection, the law and equality of opportunity 240 Summary propositions 240 References 247 General discussion topics 243 13 Ending the employment contract 244 Dismissal 244 Unfair dismissal 245 Determining fairness 246 Lack of capability or qualifications 247 Misconduct 250 Redundancy 252 Some other substantial reason 253 Automatic decisions 254 Automatically unfair dismissals 254 Constructive dismissal 255 Wrongful dismissal 256 Compensation for dismissal 257 Written statement of reasons 258 Resignation 259 Main contents xiii Retirement 259 Notice 260 Personnel managers and the law 267 Summary propositions 261 References 262 General discussion topics 262 14 Interactive skill: selection interviewing 263 Varieties of interview 263 The purpose of the selection interview 264 Criticism of the selection interview 264 The importance of the selection interview 265 Exchanging information 265 Human and ritual aspects 265 Interview strategy 266 Frank and friendly strategy 266 Problem solving strategy 266 Behavioural event strategy 267 Stress strategy 267 Number of interviews and interviewers 268 The individual interview 268 Sequential interviews 268 Panel interviews 269 The selection interview sequence 269 Preparation 269 Reception 270 Interview structure 271 The selection interview 272 Summary propositions 278 References 279 Practical exercise in selection interviewing 279 Part III Case study problem 281 Part III Examination questions 283 Part IV Performance 15 Strategic aspects of performance 286 A change in perspective: from employment to performance 286 Influences on our understanding of performance 287 The Japanese influence 287 The American excellence literature 288 HRM and the strategy literature 288 Some of the performance variables commonly identified 289 Commitment 289 Empowerment 290 Leadership 290 Culture 291 Flexibility 292 Learning 292 xiv Main contents Major performance initiatives 292 Things that go wrong 293 The process/people balance 293 Looking at results rather than behaviours 293 Management losing interest 294 The team/individual balance 294 Leaving out the development part 295 Getting it right 295 Summary propositions 295 References 295 General discussion topics 297 16 Organisational performance 298 Total quality management 298 What s involved in total quality management? 300 What happens in practice? 302 TQM and the personnel function 304 Review 305 Learning organisations 306 The nature of organisational learning 307 What are the characteristics of learning organisations? 308 A word of caution 313 Organisational development 313 Summary propositions 315 References 315 General discussion topics 316 17 Managing individual performance 317 The performance cycle 37 7 Planning performance 317 Supporting performance 318 Ongoing review 319 Using the performance cycle 319 Appraisal systems 320 Why have an appraisal system? 320 Who contributes to the appraisal process? 327 What is appraised? 325 Development of appraisal criteria 328 Effectiveness of appraisal systems 329 Performance management systems 329 Implementation of performance management 337 Summary propositions 332 References 332 General discussion topics 334 18 Team performance 335 Broad team types 338 Production and service teams 338 Resistance from other parts of the organisation 340 Resistance within the team 340 Peer pressure 340 Main contents xv Cross functional management teams 341 Functional teams 342 Problem solving teams 342 Team effectiveness 343 Selecting team members 343 Team leader and manager training 345 Team member training 345 Team development 345 Recognition and reward 347 Are teams always the right answer? 347 Implications for the personnel function 347 Summary propositions 348 References 348 General discussion topics 349 19 Managing diversity 350 Equal opportunities and managing diversity 350 A review of the legislation 353 Women 353 Racial and ethnic origin 359 Disabled people 361 Older workers 364 Progress on equality to date 364 Women 364 Racial and ethnic groups 367 Disabled people 369 Older people 369 Managing and valuing diversity 370 Groups or individuals? 377 The culture question 372 A process for managing diversity 374 Equal opportunities or managing diversity? 376 Summary propositions 377 References 377 General discussion topics 381 20 Interactive skill: the appraisal interview 182 Contrasted approaches to appraisal 3 S 3 Who does the appraisal? 3#5 The appraisal interview 3 S 6 The appraisal interview sequence 3,% Preparation 188 Interview structure 389 Making appraisal work 39/ Summary propositions 393 References 393 Practical exercises in appraisal interviewing 394 Part IV Case study problem 396 Part IV Examination questions 398 i Main contents Part V Development 21 Strategic aspects of development 402 Organisational strategy and employee development strategy 403 Influence of the external labour market 406 Integration with other human resource strategy 407 Training and development roles 407 Approaches to development 408 Evaluation of training and development 409 Summary propositions 411 References 472 General discussion topics 413 22 Competence, competencies and NVQs 414 Competencies 475 Competencies in the United Kingdom 47 9 Other competence based approaches 422 Summary propositions 427 References 428 General discussion topics 428 23 Management development 429 The growth of management development 429 The identity of management development 430 What do managers do? 437 The goals of management development 432 Approaches to management development 433 Education and training courses 433 The nature of learning 435 Action learning 437 Coaching 437 Mentoring 438 Peer relationships 439 Natural learning 447 Self development 447 Self development groups 442 Learning contracts 442 Appraisal, performance management and MbO 443 Summary propositions 444 References 445 General discussion topics 447 24 Career development 448 The context of career development 449 Definitions and importance of career development 449 Understanding careers 450 Career development stages 450 Career anchors 453 Complicating issues and organisational implications 456 Demise of the old psychological contract 458 Main contents xvii Individual career management 455 Organisational support for career development 461 Career pathways and grids 461 Managerial support 463 Career counselling 463 Career workshops 464 Self help workbooks 464 Career centres 465 Assessment and development centres 465 Summary propositions 466 References 467 General discussion topics 468 25 Interactive skill: teaching 469 Approaches to learning 469 Types of learner 477 Leading group discussion 473 Group leadership and group roles 474 The group work sequence 475 Preparation 475 Job instruction 477 The job instruction sequence 478 Preparation 478 The instruction 481 Summary propositions 484 References 485 Practical exercises in teaching 485 Part V Case study problem 487 Part V Examination questions 489 Part VI involvement 26 Strategic aspects of involvement 492 The development of employee involvement 493 Team briefing 499 Total quality management 500 Investors in People 501 European Works Councils 502 Strategy and employee involvement 50 3 Summary propositions 504 References 504 General discussion topics 506 27 Trade union recognition and consultation 507 Defining recognition 508 Collective consent 509 Trade union recognition and bargaining units 5/2 Why should a union be recognised at all? 512 When should a union be recognised? 5/3 ii Main contents For whom should a union be recognised? 574 For what should a union be recognised? 574 Management organisation for recognition 575 Management strategy for union recognition 57 7 Derecognition 579 Summary propositions 520 References 520 General discussion topics 527 28 Health, safety and welfare 522 Definitions of health, safety and welfare 522 The development and importance of health, safety and welfare provision and the role of personnel management 523 Health, safety and welfare legislation 526 The Factories Act 1961 527 The Offices, Shops and Railway Premises Act 1963 527 The Fire Precautions Act 1971 527 The Health and Safety at Work Act 1974 527 Further regulations resulting from EU directives 533 The management of health, safety and welfare 535 Making the work safe 535 Enabling employees to work safely 536 Safety training and other methods of persuasion 537 Job descriptions and the role of the supervisor 539 Risk assessment 539 Occupational health and welfare 539 Someone to talk to/someone to advise 540 Organisation of work 547 Positive health programmes 547 Summary propositions 542 References 542 General discussion topics 544 29 Grievance and discipline 545 The Milgram experiments with obedience 545 What do we mean by discipline? 549 What do we mean by grievance? 550 The framework of organisational justice 552 Awareness of culture and appropriateness of style 553 Rules 553 Ensuring that the rules are kept 554 Grievance procedure 557 Disciplinary procedure 559 Authorisation of penalties 559 Investigation 560 Information and explanation 560 Disputes 567 Are grievance and discipline processes equitable? 567 Summary propositions 562 References 563 Main contents xix 30 Interactive skill: grievance and disciplinary interviewing 564 The nature of grievance and disciplinary interviewing 566 The discipline and grievance sequence 566 Preparation 568 The grievance interview 569 The grievance is now understood 577 The management position is now understood 577 Points of disagreement are now in focus 577 Alternatives have now been considered 577 The disciplinary interview 572 First possible move to disengagement 573 Second possible move to disengagement 574 Third possible move to disengagement 574 Fourth possible move to disengagement 574 Disengagement 574 Summary propositions 575 References 575 Practical exercises in grievance and discipline 576 Part VI Case study problem: Industrial dispute at British Airways 577 Part VI Examination questions 579 Part VII Pay 31 Strategic aspects of payment 582 Management approaches to payment 582 Fairness and performance in payment 583 Employee objectives for the contract for payment 584 First objective: purchasing power 584 Second objective: felt fair 585 Third objective: rights 555 Fourth objective: relativities 585 Fifth objective: recognition 585 Sixth objective: composition 586 Employer objectives for the contract for payment 586 First objective: prestige 586 Second objective: competition 5 S 7 Third objective: control 587 Fourth objective: motivation and performance 5,V7 Fifth objective: cost 589 The elements of payment 5 W Basic 590 Plussage 590 Benefits 590 Premia 590 Overtime 590 Incentive 590 Bonus 597 The difference between wages and salaries 597 Incremental salary structures 592 Groups 592 Main contents Ladders and steps 594 The self financing increment principle 596 Pay comparisons 596 Salary decisions 597 A strategic approach to payment administration 597 Summary propositions 598 References 599 General discussion topics 599 32 Job evaluation 600 Relativities and differentials 607 Differentials 601 Internal relativities 607 External relativities 607 External identification 602 Limitations on management action 602 The product market 603 The labour market 603 Collective bargaining 603 Technology 604 Internal labour market 604 Management policy decisions and pay relationships 605 Why not one big (happy) family? 605 Bargaining units 607 The family structure 607 Job evaluation methods 608 Employee participation in job evaluation 670 Job families 670 Job descriptions 67 7 Panel evaluation 67 7 Job analysis questionnaires 677 Equal value 67 7 Like work 672 Work rated as equivalent 672 Work of equal value 673 The Danfoss case 673 Genuine material factor defences 673 Broadbanding 674 Summary propositions 675 References 615 General discussion topics 67 7 33 Incentives, performance pay and fringe benefits 618 Incentives: the traditional approach 618 Payment by results schemes 679 Disadvantages of PBR schemes 622 Performance related pay 624 The attractions of PRP 625 Forms of PRP 625 Main contents xxi Assessing performance 626 Drawbacks of PRP 627 The effect of PRP on the paybill 628 Skill based pay 629 Profit sharing and profit related pay 630 Profit sharing 630 Profit related pay 637 Disadvantages of profited related schemes 637 Fringe benefits 632 Other benefits 633 —... Incentives, fringe benefits and personnel management 633 Summary propositions 634 References 634 General discussion topics 635 34 Pensions and sick pay 636 Increased awareness about pensions provision 636 Types of pension scheme 637 State schemes 637 Company schemes 638 Industry wide schemes 647 Personal pensions 647 Varieties of company pension scheme 642 Flat rate schemes 643 Average salary schemes 643 Final salary schemes 643 Money purchase schemes 644 Top hat schemes 645 Additional voluntary contributions 645 Company pension schemes and the problem of early leavers 645 Pensions information and the role of the personnel department 646 Sick pay and the role of the personnel department 647 Advice 648 Home visits 648 Dismissal and transfer 648 Sick pay and absence policy and procedures 64 S Administrative procedures 649 Monitoring sick pay and absence 649 Disciplinary procedures 649 State and statutory sick pay 649 Qualifying days 650 Waiting days 650 Certification 650 Linked periods 650 Transfer to the DSS 650 Record periods 650 Occupational sick pay 65/ Waiting days 652 Period of service required 652 Amount of benefit 652 xii Main contents Length of entitlement 652 Funding of schemes 653 Administrative procedures 653 Absence and sick pay monitoring and control 654 Summary propositions 655 References 656 General discussion topics 657 35 Interactive skill: negotiation 658 The nature of conflict in the employment relationship 659 Sources of conflict in the collective employment relationship 660 Divergence of interests 660 Potential benefits of such conflict 660 Clearing the air 660 Introducing new rules 667 Modifying the goals 667 Clash of values 667 Competitiveness 667 Organisational tradition 667 Understanding of respective positions 662 Potential drawbacks of such conflict 662 Waste of time and energy 662 Emotional stress for participants 662 Organisational stress 662 Risks 662 Worsening communications 662 Bargaining strategies 663 Avoidance 663 Smoothing 663 Forcing 663 Compromise 663 Confrontation 663 Bargaining tactics 664 Resolution or accommodation 664 Tension level 664 Power balance 664 Synchronising 665 Openness 665 The negotiation sequence 666 Preparation 666 Agenda 666 Information 667 Strategy 667 The negotiation 669 Setting 669 Challenge and defiance 670 Thrust and parry 670 Decision making 677 Recapitulation 677 Written statement 677 Main contents xxiii Commitment of the parties 672 Negotiating with individuals 673 Summary propositions 674 References 674 Practical exercises in negotiation 675 Part VII Case study problem: Salary versus benefits in financial services 677 Part VII Examination questions 679 Part VIII Ethics 36 Personnel, ethics and human resource management 682 Business ethics and social responsibility 683 Personnel managers, welfare and ethics 687 Ethics across national boundaries 697 Some current and developing ethical dilemmas 692 Life in the business 692 Information technology and the workplace 692 Employment 694 Self improvement 695 Personal management 696 Summary propositions 696 References 697 General discussion topics 698 Index 699
any_adam_object	1
author	Torrington, Derek Hall, Laura
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dewey-tens	650 - Management and auxiliary services
discipline	Wirtschaftswissenschaften
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id	DE-604.BV012837429
illustrated	Not Illustrated
indexdate	2024-12-20T10:37:05Z
institution	BVB
isbn	0136265324
language	English
oai_aleph_id	oai:aleph.bib-bvb.de:BVB01-008735266
oclc_num	37935254
open_access_boolean
owner	DE-703 DE-858 DE-521
owner_facet	DE-703 DE-858 DE-521
physical	XXVII, 717 S.
publishDate	1998
publishDateSearch	1998
publishDateSort	1998
publisher	Prentice Hall Europe
record_format	marc
spellingShingle	Torrington, Derek Hall, Laura Human resource management Personnel management Personalwesen (DE-588)4076000-5 gnd Management (DE-588)4037278-9 gnd Humankapital (DE-588)4160783-1 gnd Personalpolitik (DE-588)4045269-4 gnd Führung (DE-588)4018776-7 gnd
subject_GND	(DE-588)4076000-5 (DE-588)4037278-9 (DE-588)4160783-1 (DE-588)4045269-4 (DE-588)4018776-7
title	Human resource management
title_auth	Human resource management
title_exact_search	Human resource management
title_full	Human resource management Derek Torrington and Laura Hall
title_fullStr	Human resource management Derek Torrington and Laura Hall
title_full_unstemmed	Human resource management Derek Torrington and Laura Hall
title_old	Torrington, Derek Personnel management
title_short	Human resource management
title_sort	human resource management
topic	Personnel management Personalwesen (DE-588)4076000-5 gnd Management (DE-588)4037278-9 gnd Humankapital (DE-588)4160783-1 gnd Personalpolitik (DE-588)4045269-4 gnd Führung (DE-588)4018776-7 gnd
topic_facet	Personnel management Personalwesen Management Humankapital Personalpolitik Führung
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008735266&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
work_keys_str_mv	AT torringtonderek humanresourcemanagement AT halllaura humanresourcemanagement

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