Human Resource Management: A Contemporary Approach

by Beardwell, Ian; Holden, Len

• ISBN13: 9780273643166
• ISBN10: 0273643169
• Edition: 3rd
• Format: Paperback
• Copyright: 2001-08-01
• Publisher: Trans-Atlantic Pubns

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