Human resource management at work:
Gespeichert in:
| Beteiligte Personen: | , |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
London
Chartered Inst. of Personnel and Development
2012
|
| Ausgabe: | 5. ed. |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025216830&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Beschreibung: | Hier auch später erschienene, unveränderte Nachdrucke |
| Umfang: | XIX, 537 S. Ill., graph. Darst. |
| ISBN: | 9781843982678 |
Internformat
MARC
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| 245 | 1 | 0 | |a Human resource management at work |c Mick Marchington and Adrian Wilkinson |
| 250 | |a 5. ed. | ||
| 264 | 1 | |a London |b Chartered Inst. of Personnel and Development |c 2012 | |
| 300 | |a XIX, 537 S. |b Ill., graph. Darst. | ||
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| 700 | 1 | |a Wilkinson, Adrian |e Verfasser |4 aut | |
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| 943 | 1 | |a oai:aleph.bib-bvb.de:BVB01-025216830 | |
Datensatz im Suchindex
| _version_ | 1819247436538839040 |
|---|---|
| adam_text | Contents
ACKNOWLEDGEMENTS x
ACRONYMS AND WEBLINKS xi
INTRODUCTION TO THIS EDITION xiii
HOWTO USE THIS BOOK xv
BOOK MAP xviii
PARTI H RM, STRATEGY AND THE GLOBAL CONTEXT l
Chapter l H RM, Strategy and Corporate Social Responsibility 3
Introduction 3
The Meanings of Human Resource Management 4
Business and Corporate Strategies 11
Stakeholders, Corporate Responsibility and Diversity 16
Conclusions 24
Explore Further 26
Chapter 2 Forces Shaping HRM at Work 27
Introduction 27
Globalisation and Global Comparisons 28
Labour Markets and Patterns of Employment 31
Flexibility and Fragmentation at Work 35
The Legal Framework for H RM and Employment Relations 39
The Institutional Framework for HRM 46
Conclusions 52
Explore Further 53
Chapter3 High Commitment HRM: Policy and Practice 54
Introduction 54
An Outline of High Commitment HR Policies and Practices 55
Bundles of Human Resource Practices 69
Is High Commitment HRM Universally Applicable? 74
Conclusions 77
Explore Further 78
Chapter4 Designing HRM to Align with Organisational Goals and
Market Context 79
Introduction 79
Contingency Theory and Best Fit 80
‘Best Fit’ FIRM, Product Markets and Competitive Strategy 81
Limitations of Best Fit/Contingency Models 92
Resource-based Views of HRM and the ‘Architecture’ Model 98
Applying RBV and Architecture Models to FIRM 103
Conclusions 106
Explore Further 107
Chapter 5 International and Comparative FIRM 108
Introduction 1Q8
International and Comparative HRM 109
Arguments for Convergence and Divergence 120
HRM in Multinational Organisations 125
Conclusions !35
Explore Further 136
PART 2 RESPONSIBILITIES FOR DELIVERING HRM 137
Chapter 6 The Role of the HR Function in Changing Times 139
Introduction 139
The Development of H R as a Specialist Function 140
Analysingthe Role of the HR Function 143
New Forms of Delivery: Outsourcing, Shared Service Centres
and E-HRM 150
Careers for HR Specialists in the Future 158
Assessing the Contribution of the HR Function 159
Conclusions 164
Explore Further 164
Chapter 7 Line Managers, Leadership and HRM 165
Introduction 165
Increasing Line Management Responsibility for HRM 166
Problems with Devolving HRM to Line Managers 171
Developing Line Managers to Provide Effective HRM 177
Leadership ^2
Conclusions !88
Explore Further ^9
PART3 HRM PRACTICES AND PROCESSES 191
Chapter 8 Resourcing and Talent Management 193
Introduction 193
Human Resource Planning, Turnover and Retention 194
Talent Management 200
Defining Jobs and Creating Person Specifications 203
Recruitment Methods
Contents
Choosing the Most Appropriate Selection Methods 214
Differing Paradigms of Selection 221
Conclusions 223
Explore Further 224
Chapter 9 Performance Management 225
Introduction 225
Performance Management Systems 226
Induction and Employee Socialisation 228
Performance Review 232
Performance Management Systems Around the Globe 241
Reinforcing Performance Standards 245
Conclusions 254
Explore Further 254
Chapter 10 Vocational Education, Training and Skills 255
Introduction 255
The Importance of VET and the International Context 255
The Education System 257
Establishing a Culture of Lifelong Learning in the Workplace 265
Government Initiatives to Develop Skills 266
Assessing the Contribution of VET to Skill Improvement 277
Conclusions 282
Explore Further 284
Chapter 11 Learning and Development and Knowledge Management 285
Introduction 285
Definitions and Terminology 286
The Process of Learning 287
The Training Cycle 290
Key Trends in Learning and Development 300
Management Development across the Globe 305
Knowledge Management 307
Promoting a Learning and Development Culture 311
Conclusions 312
Explore Further 313
Chapter« Managing Employment Relations 314
Introduction 314
Employment Relations in its Historical and Comparative
Context 315
Management’s Role in Employment Relations 318
The Extent and Nature of Union Recognition 323
Collective Bargaining 332
Policies and Procedures: Essential or Outmoded? 335
H RM at Work
Conclusions ^
Explore Further 343
Chapter 13 Employee Involvement and Participation: Creating
Engagement and Voice at the Workplace 344
Introduction 344
The Meaning of Employee Involvement and
Participation (EIP) 346
From Direct EIP to Employee Engagement 35*
Representative Participation 356
Links between Informal and Formal EIP 362
Embedding EIP at Work 366
Conclusions 369
Explore Further 369
Chapter 14 Reward Management 371
Introduction 371
Reward Management in Context 372
Types of Payment Schemes 378
Job Evaluation 388
Equal Value Considerations 392
Non-Pay Benefits as Part of the Package 393
Conclusions 397
Explore Further 398
PART 4 HRM AND PEFORMANCE FROM A BUSINESS PERSPECTIVE 399
Chapter 15 Examining the Links between H R Practices and Processes
and Organisational Performance 401
Introduction 401
Examining Links between High Commitment HRM and
Performance 403
Raising Questions about the HRM-Performance Link 409
The Role of HRM Processes in Translating Policy into
Practice 415
The Radical Critique: Where is the H’ in Human Resource
Management? 423
Conclusions 424
Explore Further 425
Chapter 16 Research Skills and Project Management 427
Introduction 42 -J
Identifying the Broad Topic Area 430
Determining the Approach and Formulating the Plan 432
Collecting Information and Analysing Data 437
Research Methods l/r,
Contents
Presenting the Findings: The Structure of the Report 447
Conclusions 449
Explore Further 450
BIBLIOGRAPHY 451
INDEX
527
|
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| indexdate | 2024-12-20T16:13:27Z |
| institution | BVB |
| isbn | 9781843982678 |
| language | English |
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| spellingShingle | Marchington, Mick Wilkinson, Adrian Human resource management at work |
| title | Human resource management at work |
| title_auth | Human resource management at work |
| title_exact_search | Human resource management at work |
| title_full | Human resource management at work Mick Marchington and Adrian Wilkinson |
| title_fullStr | Human resource management at work Mick Marchington and Adrian Wilkinson |
| title_full_unstemmed | Human resource management at work Mick Marchington and Adrian Wilkinson |
| title_short | Human resource management at work |
| title_sort | human resource management at work |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025216830&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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