Snapshot
Layout and content well assorted. Quality for money.
Table of Contents List of figures
List of tables
About the author
Foreword
PART I HUMAN RESOURCE MANAGEMENT
1 HRM: characteristics, impact and context
Human resource management defined; HRM goals; Versions of HRM;
HRM activities; HRM processes; How HR impacts on organizational
performance; HRM in context
2 HRM: development and issues
The development of the HRM concept; HRM issues; HRM and personnel
management; Conclusions
3. Role of the HR function
The overall role of the HR function; Variations in HR practice
between different organizations; Changes in the scope of the
function; Integrating the HR contribution; Organizing the HR
function; The respective roles of HR and line management; Gaining
support and commitment; Marketing the HR function; Preparing,
justifying and protecting the HR budget; Outsourcing HR work;
Shared HR services; Using management consultants
4. Role of the HR practitioner
Activities; Roles; Models of HR management roles; What is expected
from HR professionals; Ambiguities in the role of HR practitioners;
Conflict in the HR contribution; Ethical considerations; professionalism
in human resource management
5. Evaluating the HR function
Approaches to evaluation; Overall methods of evaluation; Types
of performance measures; Evaluation criteria; Practical methods
of evaluation; Preferred approach; Auditing the HR function
6. International HRM
International HRM defined; The challenge of international HRM;
Characteristics of international HRM; The context of international
HRM; HR policies; Employment policies; Recruitment and selection;
Career planning; International employee development; Managing
expatriates; Realistic previews
PART II HRM PROCESSES
7. Strategic HRM
The concept of strategy; Strategic HRM defined; Aims of strategic
HRM; Resource based strategic HRM; Approaches to strategic HRM;
Approaches to the formulation of HR strategies; Achieving strategic
fit; Strategic HRM models; Implementing HR strategies
8. HRM policies
What human resource policies are; Why have HR policies; Do policies
need to be formalized?; HR policy areas; Formulating HR policies;
Implementing HR policies
9. The role of HR in facilitating and managing change
Areas for change; HR professionals as change agents; The contribution
of HR to change management; How HR can facilitate change; Change
guidelines for HR; Guidelines for HR innovations
10. Competency based HRM
Development of the concept; Definitions; Use of different types
of competencies; Coverage of competencies; The content of competency
frameworks; Why organizations use competencies; Competency issues;
Developing a behavioural competency framework; Developing technical
or functional competency frameworks; Applications of competency
frameworks; Emotional intelligence
11. Knowledge management
Knowledge management defined; The concept of knowledge; The purpose
and significance of knowledge management; Approaches to knowledge
management; Knowledge management systems; Knowledge management
issues; The contribution of HR to knowledge management
12. Analysing and describing jobs and roles
Definitions; Job analysis; Role analysis; Skills analysis; Competency
analysis; Job descriptions; Role profiles
PART III ORGANIZATIONAL BEHAVIOUR
13. Characteristics of people
Individual differences; Attitudes; Influences on behaviour at work;
Attribution theory – how we make judgements about people;
Orientation to work; Roles; Implications for HR specialists
14. Motivation
The process of motivation; Types of motivation; Motivation theory;
Instrumentality theory; Content (needs) theory; Process theory;
Herzberg’s two-factor model; Summary of motivation theories;
The relationship between motivation and performance; Motivation
and money; Motivation strategies
15. Commitment, job satisfaction and job engagement
Commitment; Job satisfaction; Job engagement
16. How organizations function
Basic considerations; Organization theories; Organization structure;
Types of organization; Organizational processes
17. Organizational culture
Definitions; The significance of culture; How organizational culture
develops; The diversity of culture; The components of culture;
Classifying organizational culture; Assessing organizational
culture; Measuring organizational climate; Appropriate cultures;
Supporting and changing cultures
PART IV WORK AND EMPLOYMENT
18. The nature of work
What is work?; Theories about work; Organizational factors affecting
work; Changing patterns of work; Unemployment; Attitudes to work
19. The employment relationship
The employment relationship defined; Nature of the employment relationship;
Basis of the employment relationship; Defining the employment
relationship; Significance of the employment relationship concept;
Changes in the employment relationship; Managing the employment
relationship; Trust and the employment relationship
20 . The psychological contract
The psychological contract defined; The significance of the psychological
contract; The nature of the psychological contract; The changing
nature of the psychological contract; The state of the psychological
contract; How psychological contracts develop; Developing and
maintaining a positive psychological contract
PART V ORGANIZATION, JOBS AND ROLES
21. Organization design
The process of organizing; Aim; Conducting organization reviews;
Organization analysis; Organization diagnosis; Organization planning;
Who does the work?
22. Organizational development, change and transformation
What is organizational development?; Organization development;
Change management; Organizational transformation; Development
and change processes
23. Job and role design
Jobs and roles; Factors affecting job design; Job design; Job enrichment;
Self-managing teams; High-performance work design; Role development
PART VI EMPLOYEE RESOURCING
Employee resourcing defined; Employee resourcing and HRM; Plan
24. Human capital
Human capital defined; Intellectual capital; The significance of
human capital; Human capital theory; Measuring human capital;
The practical implications of human capital theory; Conclusions
25. Human resource planning
The role of human resource planning; Aims of human resource planning;
The process of human resource planning; Resourcing strategy;
Scenario planning; Estimating future human resource requirements;
Labour turnover; Action planning; The contribution of HR to human
resource planning
26. Talent management
Talent management defined; Talent management processes; Becoming
an employer of choice; Attraction strategies; Retention strategies;
Reward strategies; Role design and development; Succession planning;
Talent audits
27. Recruitment and selection
The recruitment and selection process; Defining requirements; Attracting
candidates; Advertising; Internet recruiting; Outsourcing recruitment;
Educational and training establishments; Sifting applications;
Selection methods; Types of interviews; Assessment centres; Graphology;
Choice of selection methods; Improving the effectiveness of recruitment
and selection; References, qualifications and offers; Final stages
28. Selection interviewing
Purpose; Advantages and disadvantages of interviews; The nature
of an interview; Interviewing arrangements; Preparation; Timing;
Planning and structuring interviews; Interviewing approaches;
Interview techniques – starting and finishing; Interviewing
techniques – asking questions; Selection interviewing skills;
Coming to a conclusion; Dos and don’ts of selection interviewing
29. Selection tests
Psychological tests: definition; Purpose of psychological tests;
Characteristics of a good test; Types of test; Interpreting test
results; Choosing tests; The use of tests in a selection procedure
30. Introduction to the organization
Induction defined; Why taking care about induction is important;
Reception; Documentation; Company induction – initial briefing;
Introduction to the workplace; Formal induction courses; On-the-job
induction training
31. Release from the organization
General considerations; Redundancy; Outplacement; Dismissal; Voluntary
leavers; Retirement
PART VII PERFORMANCE MANAGEMENT
32. The basis of performance management
Performance management defined; Purpose of performance management;
Principles of performance management; Concerns of performance
management; Ethical considerations; The scope of performance
management; Background to performance management; The process
of performance management; Conclusion
33. Performance management processes
Key activities; Role profile; Performance agreements; Managing
performance throughout the year; Performance reviews; Guidelines
for the meeting; Performance rating; Documentation; Introducing
performance management; Monitoring and evaluating performance
management
34. 360-degree feedback
360-degree feedback defined; Use of 360-degree feedback; Rationale
for 360-degree feedback; 360-degree feedback – methodology;
Development and implementation; 360-degree feedback – advantages
and disadvantages; 360-degree feedback – criteria for success
PART VIII HUMAN RESOURCE DEVELOPMENT
35. Strategic human resource development
Strategic HRD defined; Strategic HRD aims; HRD and HRM; Elements
of HRD; Human resource development philosophy
36. Organizational learning and the learning organization
Organizational learning; The learning organization
37. How people learn
Learning defined; The learning process; Learning theory; Learning
styles; Learning to learn; The learning curve; The motivation
to learn; The implications of learning theory and concepts; Conditions
for effective learning
38. The delivery of learning and training
Definitions; The objective of learning and training; The learning
environment; Making the business case for learning and training;
The systematic and blended approach to learning and training;
Identifying learning and training needs; Learning and development
programmes; Training programmes; Evaluating training
39. E-learning
Definition; The concepts underpinning e-learning; the process of
e-learning; Factors affecting success; The concept of blended
learning; Developing e-learning processes
40. Management development
Aims of management development; Impact of management development;
The nature and elements of management development; Management
development activities; Approaches to management development;
Emotional intelligence and leadership qualities; Responsibility
for management development
41. Career management: management succession and career planning
Definitions; Overall aims; The process of career management; Career
management policies; Demand and supply forecasts; Succession
planning; Performance and potential assessment; Recruitment;
Career planning
PART IX REWARDING PEOPLE
42. Reward management
Reward management defined; Reward management – strategic
aims; Reward strategy; The concept of total reward; Reward policies;
The components of reward management; Factors affecting pay levels
43. Job evaluation
Job evaluation definition, purpose and aims; Types of job evaluation;
The incidence of job evaluation; The case for and against job
evaluation; Design and process criteria; Designing an analytical
point factor scheme; Implementing job evaluation; Managing job
evaluation; Maintaining job evaluation; Conclusions
44. Market rate analysis
Purpose; The concept of the market rate; The information required;
Job matching; Presentation of data; Sources of information
45. Grade and pay structures
Definitions; Rationale for grade and pay structures; Criteria for
grade and pay structures; Types of grade and pay structure; Choice
of structure; Design options; Designing a grade structure and
grading jobs; Developing pay structures; Implementing new grade
and pay structures
46. Contingent pay: paying for performance, competence, skill
and contribution
Contingent pay defined; The rationale for contingent pay; Contingent
pay strategy; Criteria for contingent pay; Performance-related
pay; Competence-related pay; Skill-based pay; Contribution-related
pay; Team-based pay; Shop-floor incentive schemes; Organization-wide
schemes; Choice of approach
47. Rewarding special groups: directors, expatriates, sales representatives
Rewarding directors and senior executives; Expatriate pay; Sales
staff
48. Employee benefits, pensions and allowances
Employee benefits; Occupational pension schemes; Allowances and
other payments to employees
49. Managing reward processes
Reward budgets and forecasts; Evaluating the reward scheme; Pay
reviews; Control; Reward procedures; Responsibility for reward;
Communicating to employees
PART X EMPLOYEE RELATIONS
Employee relations defined; Plan
50. The framework of employee relations
The elements of employee relations; Industrial relations as a system
of rules; Types of regulations and rules; Collective bargaining;
The unitary and pluralist views; The reconciliation of interests;
Individualism and collectivism; Voluntarism and its decline;
The HRM approach to employee relations; The context of industrial
relations; Developments in industrial relations; The parties
to industrial relations; Role of the HR function in employee
relations
51. Employee relations processes
Employee relations policies; Employee relations strategies; Employee
relations climate; Union recognition and de-recognition; Collective
bargaining agreements; Informal employee relations processes;
Other features of the industrial relations scene; Managing with
trade unions; Managing without trade unions
52. Negotiating and bargaining
The nature of negotiating and bargaining; Negotiations; Negotiating
and bargaining skills
53. Employee voice
The concept of employee voice; Involvement and participation; Purposes
of employee voice; The framework for employee voice; Expression
of employee voice; Factors affecting choice; Forms of employee
voice; Joint consultation; Attitude surveys; Suggestion schemes;
Planning for voice
54. Communications
Communication areas and objectives; Communications strategy; Communication
systems
PART XI HEALTH, SAFETY AND WELFARE
55. Health and safety
Managing health and safety at work; The importance of health and
safety in the workplace; Health and safety policies; Conducting
risk assessments; Health and safety audits; Safety inspections;
Occupational health programmes; Managing stress; Accident prevention;
Measuring health and safety performance; Communicating the need
for better health and safety practices; Health and safety training;
Organizing health and safety
56. Welfare services
Why provide welfare services?; What sort of welfare services?;
Individual services; Group welfare services; Provision of employee
welfare services; Internal counselling services; Employee assistance
programmes
PART XII EMPLOYMENT AND HRM SERVICES
57. Employment practices
Terms and conditions and contracts of employment; Mobility clauses;
Transfer practices; Promotion practices; Attendance management;
Equal opportunity; Ethnic monitoring; Managing diversity; The
Data Protection Act; Sexual harassment; Smoking; Substance abuse
at work; Bullying; AIDS; E-mails
58. HRM procedures
Grievance procedure; Disciplinary procedure; Capability procedure;
Redundancy procedure
59. Computerized human resource information systems
Benefits of a computerized human resource information system; HR
information strategy; The functions of a computerized HR system;
Rating of system features; An effective system; Problems and
how to deal with them; Developing an information system; Examples
of applications; Auditing the system
APPENDICES
Appendix A Training techniques
Appendix B Example of an attitude survey
References
Subject index
Author index
List of figures
Route map
1.1 Model of the link between HRM and performance
1.2 The Bath People and Performance Model
2.1 The human resource cycle
2.2 The Harvard framework for human resource management
4.1 Types of personnel management
4.2 The changing role of the HR practitioner
7.1 The sequential approach to formulating HR strategy
7.2 The empirical approach to formulating HR strategy
12.1 Job description for an HR director
12.2 Generic role profile for team leaders
14.1 The process of motivation
16.1 Channels of communication within groups
19.1 Dimensions of the employment relationship
20.1 A model of the psychological contract
25.1 The process of HR planning
25.2 A survival curve
27.1 Person specification for an HR officer
27.2 Example of an application form (compressed)
27.3 Accuracy of some methods of selection
28.1 Part of a critical-incident review for sales people
28.2 Behavioural-based interview set
29.1 A normal curve
33.1 The performance management cycle
33.2 The performance management cycle at Halifax
33.3 The EFQM model
33.4 Performance management and review form
34.1 360-degree feedback model
34.2 360-degree feedback profile
36.1 Single- and double-loop learning
36.2 Managing learning to add value; the learning cycle
37.1 The Kolb learning cycle
37.2 A standard learning curve
37.3 Different rates of learning
37.4 A stepped learning curve
38.1 Learning needs analysis – areas and methods
38.2 Example of a learning specification
40.1 The strategic impact of management development
40.2 Management development benchmark statements
41.1 The process of career management
41.2 Career progression curves
41.3 Progress analysis
41.4 Demand and supply models
41.5 Competence band career progression system
42.1 The development of reward strategy
42.2 Components of total rewards
42.3 Total reward model
42.4 The components of reward management
45.1 A single graded structure
45.2 A broad-banded structure with zones and reference points
45.3 A career family structure
45.4 A job family structure
45.5 Scattergram of evaluations and pay
46.1 Contingent pay strategy
46.2 A pay matrix
46.3 A zoned grade with thresholds
46.4 Paying for contribution model
46.5 Contribution pay model
50.1 Employee relations: reconciliation of interests
52.1 Negotiating range within a settlement range
52.2 Negotiating range with a negotiating gap
52.3 Stages of a negotiation
53.1 A framework for employee voice
List of tables
1.1 Outcomes of research on the link between HR and organizational
performance
4.1 Competency framework for HR specialists
7.1 HRM best practices
7.2 Linking HR and competitive strategies
7.3 Common elements in HR strategy areas
10.1 The 24 most popular competency headings
12.1 Example of a job analysis rating scale
12.2 Position Analysis Questionnaire – example of benchmark
scale for an element
14.1 Summary of motivation theories
14.2 Motivation strategies
15.1 The Hay Group model of engaged performance
25.1 Survival rate analysis
25.2 Leavers by length of service
37.1 The implications of learning theory and concepts
38.1 Characteristics of formal and informal learning
41.1 Management succession schedule
42.1 Example of reward strategy
42.2 Reward strategy goals in a UK water company
42.3 Evaluation of reward strategy delivery
43.1 Comparison of job evaluation schemes
43.2 Sample factor and level definitions
45.1 Comparison of grade and pay structures
46.1 Respondents to the CIPD’s 23 survey using each type
of contingent pay
46.2 Contribution pay matrix
46.3 Comparison of performance and contribution pay
46.4 Comparison of contingent pay schemes
50.1 Contrasting dimensions of industrial relations and HRM
54.1 Communication areas and objectives
59.1 Computer system problems and solutions
|
Consulting Articles 
