Introduction to Human Resource Management

by Stredwick

• ISBN13: 9780750665346
• ISBN10: 0750665343
• Edition: 2nd
• Format: Paperback
• Copyright: 2005-06-28
• Publisher: Elsevier Science

Summary

An Introduction to Human Resource Management is ideal for those studying HRM for the first time. This straightforward and accessible text takes the reader through both practical and theoretical aspects of the subject and is designed to be used concurrently with semester based teaching, The range and nature of HR work is illustrated by a combination of real life case studies and examples of current research that are presented throughout the text to heighten awareness of key issues involved in HR today. 'A comprehensive and wide-ranging text which examines all major aspects of Human Resource Management in a down to earth and pratical way whilst providing the necessary theoretical underpinning.' Richard Underwood, Senior Lecturer, Business School, Wolverhampton University. 'I found it a strong text and enjoyed reading itIt is clear, well written and includes the central issues required by such a text.' Dr Louise Preget, Senior Lecturer, Bournemouth University Business School Key words (needed for web search engines and the like) Human Resource Management, HRM, Personnel, Recruitment, Selection, employees, Performance management *Clear, concise and comprehensive * Up- to date with all relevant new legislation. * New case studies * Teachers Resource Material

Author Biography

Dr. John Stredwick, Senior Lecturer, Luton Business School and a consultant on Reward and Flexible Working Practices

Table of Contents

Preface to Second Edition	xiii
Introduction	1	(42)
The economic and business context	4	(3)
Origins of HRM	7	(1)
The role of HR today	8	(21)
Introduction	8	(3)
The operation of HRM in practice	11	(9)
Contradiction in the models	20	(2)
The role of HR in raising performance	22	(1)
Opening the `Black box'	22	(7)
Best practice or best fit?	29	(14)
Resource-based view of the organisation	32	(4)
Auditing and benchmarking HR performance	36	(7)
Human resource planning	43	(30)
Reasons for lack of planning	45	(2)
Purpose of HRP	47	(1)
Dimensions of HRP	47	(1)
Planning for specific purposes	48	(4)
Carrying out HRP	52	(10)
The numerical or `hard' aspects	52	(1)
Assessment of future demand	53	(3)
Assessment of future internal supply	56	(3)
Assessment of external supply	59	(3)
Producing the HRP	62	(3)
Conclusion	65	(8)
Equal opportunities and managing diversity	73	(43)
The Business case for EO	76	(3)
EO legislation	79	(15)
Sex Discrimination Act 1975	80	(1)
Employment Equality (sexual orientation) Regulations 2003	81	(1)
Race Relations Act 1976	81	(2)
Disability Discrimination Act 1995 (DDA)	83	(1)
Equal Pay Act 1970	84	(1)
Employment equality (religion or belief regulations) 2003	85	(1)
Age discrimination	85	(1)
Remedies for the employee	85	(2)
Defining discrimination	87	(3)
Approaches to EO Policy	90	(4)
Implications for EO practice	94	(22)
Finding out the facts	95	(1)
Generating and communicating EO strategy and policies	95	(1)
Recruitment and selection	96	(3)
Retention policies	99	(1)
Disability requirements	100	(1)
Health and safety	100	(1)
Performance management issues	101	(1)
Handling harassment and bullying	102	(2)
Equal pay issues	104	(1)
Age discrimination	105	(2)
Monitoring and evaluation -- the role of HR	107	(9)
Recruitment	116	(45)
Drafting a recruitment policy	117	(1)
Does a vacancy exist?	118	(2)
Doing away with the work altogether	118	(1)
Automate the work	118	(1)
Contract-out the work	118	(1)
Re-organising the work	119	(1)
Re-organising the hours	119	(1)
Defining the details of the vacancy	120	(14)
Job analysis	120	(3)
Job description	123	(2)
Job profile	125	(1)
Person specification	125	(4)
Using a competency framework	129	(5)
Selecting the employment package	134	(1)
Attracting the applicants	134	(27)
Internal candidates	134	(1)
Using third parties	135	(3)
Designing and placing advertisements	138	(5)
Providing information to applicants	143	(1)
The application form	144	(1)
Other methods of attracting applicants	145	(1)
Employers' views on the most effective sources for attracting applicant	145	(1)
Innovative recruitment methods using new technology	145	(8)
Who carries out the recruitment and selection processes?	153	(8)
Selection	161	(43)
Aim of selection	162	(3)
Systems approach or processual approach?	163	(1)
Steps in the selection process	164	(1)
Short-listing	165	(3)
Biodata	167	(1)
Selection testing	168	(2)
Ability tests	169	(1)
Aptitude tests	169	(1)
Student activity 5.1	170	(6)
Discussion of Student activity 5.1	170	(2)
Personality tests	172	(4)
Student activity 5.2	176	(2)
Discussion of Student activity 5.2	176	(1)
What makes a good test?	177	(1)
Interviewing the candidates	178	(13)
Problems associated with interviewing	178	(3)
Who carries out the interview?	181	(2)
Interviewing technique	183	(6)
Structured interviews	189	(2)
Assessment centres	191	(2)
Choosing the successful candidate	193	(1)
Obtaining references	194	(1)
Offering the position	195	(2)
Evaluating the selection process	197	(7)
Effective ways of working	204	(37)
Motivating employees	205	(1)
Student activity 6.1	205	(6)
Discussion of Student activity 6.1	206	(2)
Motivation theory	208	(3)
Summing up motivation	211	(1)
Flexible working practices	211	(3)
The Flexible Firm	212	(2)
Temporal flexibility	214	(2)
Student activity 6.2	216	(3)
Discussion of Student activity 6.2	216	(3)
Numerical flexibility	219	(2)
Geographical flexibility	220	(1)
Student activity 6.3	221	(3)
Discussion of Student activity 6.3	221	(3)
Student activity 6.4	224	(5)
Discussion of Student activity 6.4	224	(2)
Occupational flexibility	226	(1)
Policies that support flexibility	227	(2)
Summing up flexibility	229	(3)
Total Quality Management	232	(2)
Team-working	234	(7)
Relationships with employees	241	(46)
Workplace negotiating	242	(9)
Trade unions	242	(2)
The role of management	244	(5)
Third parties	249	(1)
Role of the government	250	(1)
Negotiating and bargaining	251	(1)
Student activity 7.1	251	(1)
Response to Student activity 7.1	251	(1)
Involvement and participation	252	(3)
Individual approaches	253	(2)
Collective approaches	255	(4)
Works councils	255	(4)
Dealing with individual sources of conflict -- grievance, discipline and dismissal	259	(12)
Grievances	260	(1)
Discipline	260	(5)
Dismissal	265	(6)
Redundancy and its implications	271	(3)
Student activity 7.2	274	(5)
Response to Student activity 7.2	274	(5)
Student activity 7.3	279	(8)
Response to Student activity 7.3	279	(8)
Performance management	287	(43)
The purpose of performance management	289	(2)
What should the process be called?	291	(1)
Stages in the performance management framework	292	(30)
Stage 1: Raising performance through performance agreements	294	(2)
Stage 2: Measuring performance	296	(12)
Stage 3: Providing feedback	308	(13)
Stage 4: The outcomes from the performance management process	321	(1)
Operational issues	322	(1)
The need to consult	323	(1)
Training for participants	323	(1)
Teams or individuals	323	(1)
Student activity 8.1	323	(1)
Discussion of Student activity 8.1	324	(1)
Conclusion	324	(6)
Rewarding employees	330	(39)
Strategic elements of reward	331	(6)
The influence of motivation theory	336	(1)
Component parts of the reward package	337	(2)
Designing basic pay structures	339	(15)
Job evaluation	340	(5)
Carrying out a job evaluation	345	(1)
Market tracking	346	(2)
Equal pay	348	(1)
Salary structures -- conventional and broad banded	349	(1)
Criticisms of formal job evaluation schemes	350	(1)
How broad-banding works	351	(2)
Benefits and difficulties of a broad-banded structure	353	(1)
Paying for performance	354	(15)
PRP	356	(4)
Making it work	360	(1)
Skills-based and competence-based pay	361	(1)
Benefits	362	(7)
Learning and development -- theory and practice	369	(36)
How people learn	371	(5)
The learning organisation	374	(2)
Training aims and objectives	376	(6)
The four-stage training cycle	376	(6)
Specialised training arrangements	382	(1)
Induction	382	(1)
Student activity 10.1	383	(10)
Discussion of Student activity 10.1	383	(1)
Team building	384	(1)
Mentoring	385	(1)
Action learning	386	(1)
Continuous (or continuing) Professional Development	387	(1)
Sales training	388	(2)
Adult learning	390	(1)
Management development	391	(1)
Knowledge management	392	(1)
Government initiatives to help learning and development	393	(12)
National Vocational Qualifications	394	(2)
National training targets	396	(1)
Modern apprenticeships (MA)	396	(1)
National Traineeships	397	(1)
New deal	397	(1)
Investors in people	398	(7)
Health, safety and welfare	405	(35)
Legal interventions	408	(12)
Origins of legislation	408	(1)
HASAWA	409	(7)
The Health and Safety Commission and Health and Safety Executive	416	(1)
Control of Substances Hazardous to Health Regulations (COSHH) 1988	416	(1)
Regulations arising from European Union Directives	417	(3)
Reporting of Diseases and Dangerous Occurrences Regulations (RIDDOR) 1995	420	(1)
Enforcing the law	420	(3)
External authorities	420	(2)
Internal authorities	422	(1)
Risk assessment	423	(3)
Welfare issues and policies	426	(5)
Physical provision	427	(1)
Occupational stress	427	(3)
Employment Assistance Programmes (EAPs)	430	(1)
Role of human resources	431	(9)
Formulating policies and procedures	433	(7)
An international perspective	440	(33)
International trade	441	(2)
The political economy of IHRM	443	(7)
The globalisation of markets	444	(2)
National business systems and HRM	446	(2)
Convergence and divergence	448	(2)
National culture	450	(4)
Hofstede and national culture	451	(2)
Limitations of Hofstede's model and cross-cultural analysis	453	(1)
HRM in multinational corporations	454	(7)
IHRM models and strategies	455	(2)
MNCs and staffing	457	(1)
MNCs, employee relations and trade unions	458	(1)
Strategic alliances and `off shoring'	459	(2)
Supra-national bodies and HRM	461	(2)
The ILO	461	(1)
The EU	462	(1)
The social dialogue and the social partners	462	(1)
The social charter	462	(1)
The Far East dimension	463	(3)
Japan	463	(3)
China	466	(2)
Labour standards and social responsibility	468	(5)
Subject Index	473	(6)
Author Index	479