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9780273643166

Human Resource Management: A Contemporary Approach

by ;
  • ISBN13:

    9780273643166

  • ISBN10:

    0273643169

  • Edition: 3rd
  • Format: Paperback
  • Copyright: 2001-08-01
  • Publisher: Trans-Atlantic Pubns
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Table of Contents

Preface x
Plan of the book xi
How to use this book xii
Contributors xiii
Part 1 HUMAN RESOURCE MANAGEMENT AND ITS ORGANISATIONAL CONTEXT 1(64)
Introduction to Part 1
3(1)
An introduction to human resource management: strategy, style or outcome
4(28)
Ian Beardwell
Introduction
4(9)
Some assumptions about human resource management
13(2)
The search for the defining characteristics of HRM
15(2)
The origins of human resource management
17(7)
Human resource management: the state of the debate
24(8)
Human resource management in context
32(33)
Audrey Collin
Introduction
32(4)
The immediate context of HRM
36(6)
Echoes from the wider context of HRM
42(4)
Ways of seeing and thinking
46(10)
Conclusion...and a new beginning?
56(9)
Case Study
63(2)
Part 2 RESOURCING THE ORGANISATION 65(202)
Introduction to Part 2
67(2)
Human resource management and the labour market
69(55)
Tim Claydon
Introduction
69(1)
Theories of the labour market
70(4)
Labour markets in practice
74(4)
Explaining the real world
78(8)
Institutional theories of the labour market
86(2)
The radical approach to institutionalist analysis
88(1)
Labour market theories and the analysis of HRM
89(8)
Controversies: the flexibility debate
97(20)
Conclusion: HRM, flexibility and the labour market
117(7)
Human resource planning: control to seduction?
124(53)
Damian O'Doherty
Introduction
125(2)
The need for manpower planning
127(3)
Who does manpower planning?
130(5)
The creation of a manpower plan
135(8)
Analysing demand and supply
143(3)
Complications: dynamics and change
146(3)
The management of change: HRP and future directions
149(7)
Assumptions and the field of vision in manpower planning
156(6)
New organisation, teamworking and self-development: the emergence of human resource planning
162(7)
Conclusions
169(8)
Job design: signs, symbols and re-signations
177(48)
Damian O'Doherty
Introduction
178(3)
Taylorism and the degradation of labour
181(8)
Alienation and work
189(4)
Socialisation and orientations to work
193(4)
Human relations revisited: change programmes and job design
197(5)
The flexible worker controversy
202(6)
Contemporary job design: an etymology
208(3)
Teamworking, business process re-engineering and aesthetics disorientation, simulation and re-sign?
211(6)
Conclusions
217(8)
Recruitment and selection
225(42)
Julie Storey
Mary Wright
Introduction
225(1)
The external context
226(9)
Developments in the systematic approach to recruitment and selection
235(16)
Internal organisational context
251(7)
Conclusions
258(9)
Case Study
265(2)
Part 3 DEVELOPING THE HUMAN RESOURCE 267(166)
Introduction to Part 3
269(3)
Learning and development
272(52)
Audrey Collin
Introduction
272(1)
The changing world of work and organisations
273(4)
Learning and development
277(6)
The outcomes and processes of learning
283(12)
The process of development
295(11)
The context of learning
306(4)
The facilitation of learning and development in organisations
310(3)
Conclusions
313(1)
Controversial issues
314(10)
Human resource development: the organisation and the national framework
324(44)
Len Holden
Introduction
324(1)
The need for training
325(2)
Creating a human resource development plan
327(10)
The learning organisation
337(4)
HRD and the national framework for vocational education and training
341(2)
VET in the leading industrialised nations
343(6)
VET in Britain
349(6)
Recent VET developments
355(5)
Controversial issues
360(8)
Management development
368(65)
Mike Doyle
Introduction
368(2)
Defining management development
370(4)
Management development and organisational strategy
374(3)
Organisational approaches to management development
377(9)
Organising and implementing management development programmes
386(14)
International management development
400(8)
Controversial issues
408(25)
Case Study
431(2)
Part 4 THE EMPLOYMENT RELATIONSHIP 433(196)
Introduction to Part 4
435(1)
The employment relatonship and contractual regulation
436(38)
Ian Clark
Introduction
436(1)
The central significance of the emplyment contract
437(7)
The contract of employment
444(15)
Operational control in the employment relationship
459(10)
Conclusion
469(5)
Establishing the terms and conditions of employment
474(32)
Sue Marlow
Julie Storey
Introduction
474(5)
The collective agreement
479(1)
The development of collective bargaining in Britain
480(3)
Changes in collective bargaining since the 1980s
483(4)
Public sector bargaining
487(2)
New Labour, collective bargaining and social partnerships
489(2)
Controversies in HRM and collective bargaining
491(2)
Establishing terms of employment in small firms
493(3)
Managing labour in organisations without union recognition
496(10)
Reward and performance management
506(53)
Ian Roberts
Introduction
506(1)
Theoretical foundations
507(3)
A strategic perspective on reward
510(1)
Reward philosophy
511(1)
Reward structures and schemes
511(12)
Performance-related pay
523(7)
The importance of fairness
530(2)
Employee benefits and recognition schemes
532(4)
Contingency theory
536(1)
Executive pay
537(1)
Performance management
538(7)
Psychological contracts
545(2)
International remuneration policies
547(2)
Conclusion
549(10)
Employee involvement and empowerment
559(39)
Len Holden
Introduction
559(2)
HRM and employee involvement
561(3)
Employee involvement and communication
564(10)
Empowerment
574(5)
Controversy: does employee involvement work? The case of TQM
579(3)
International aspects of employee involvement
582(16)
Human resource management in the public sector
598(31)
Trevor Colling
Introduction
598(2)
The `golden era': Morrisonian organisations and model employment
600(2)
Changing policy contexts: markets to modernisation
602(6)
The changing nature of the `model employer'
608(9)
Conclusions
617(12)
Case Study
627(2)
Part 5 INTERNATIONAL HUMAN RESOURCE MANAGEMENT 629(116)
Introduction to Part 5
631(2)
International human resource management
633(46)
Len Holden
Introduction
633(1)
International HRM: some attempts at definition
634(1)
Approaches to international and comparative HRM: convergence and divergence, the study of comparative HRM
634(13)
Comparative HRM
647(10)
International HRM
657(14)
Conclusion
671(8)
Human resource management and Europe
679(29)
Len Holden
Introduction
679(1)
European Union issues
680(5)
The Social Charter
685(14)
Eastern Europe
699(9)
Human resource management in Asia
708(37)
Len Holden
Linda Glover
Introduction
708(2)
Japan: economic growth and HRM
710(7)
China: economic growth and HRM
717(10)
Hong Kong: economic growth and HRM
727(2)
South Korea: economic growth and HRM
729(5)
Singapore: economic growth and HRM
734(11)
Case Study
742(3)
Glossary of terms and abbreviations 745(6)
Index 751

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