Introduction to Human Resource Management

Using their extensive experience teaching and working in HRM, Banfield, Kay, and Royles succinctly convey the reality of contemporary HRM through expert academic and practical insights. Their balanced approach ensures students are able to fully grasp both the theory and practice of HRM, paving the way for success in their academic studies and future careers.

With its engaging writing style, this book is the ideal introduction to HRM for students at both undergraduate and postgraduate level. Key terms, research insights, and review questions help students understand the key theoretical concepts and think critically about the issues discussed. Mini-case studies (HRM insights), longer end-of-chapter case studies, and practitioner insights from real HR professionals at a variety of organizations present different scenarios and challenges experienced in the world of business. This range of learning features ensures students are exposed to both the theoretical foundations and the real-life practices of HRM.

The book takes a holistic approach to the subject, presenting HR operations and considerations as an integral part of any business. The authors begin by introducing the reader to the challenges and the evolution of the HR function before addressing key operational areas such as talent management, ethics, leadership, recruitment, and misconduct. They go on to explore how these challenges are managed, with an emphasis on practicality.


ONLINE RESOURCES:

For Students:
*Insights and Outcomes
*Extension Material
*Glossary
*Web Links
*Multiple-choice Questions
*Chapter on Health and Safety

For Lecturers:
*Test Bank
*Suggested Answers to Case Study Questions
*Suggested Answers to Review Questions
*Additional Case Material
*PowerPoint Slides
*Seminar Exercises

Paul Banfield is Honorary Lecturer and Module Director at the University of Dundee, as well as a Chartered Fellow of the CIPD.

Rebecca Kay was previously an HR Consultant and Fellow of the CIPD.

Dean Royles is Director of Human Resources and Organisational Development at Leeds Teaching Hospitals NHS Trust.

PART ONE: FOUNDATIONS OF HUMAN RESOURCE MANAGEMENT
Chapter 1. Managing People at Work: Challenges and Opportunities
Chapter 2. The Evolution of the HR Function: A Critical Perspective
Chapter 3. A Strategic Perspective on Human Resource Management

PART TWO: OPERATIONAL CHALLENGES
Chapter 4. Talent Management: Strategies and Models
Chapter 5. Ethics and Leadership in HRM
Chapter 6. International Human Resource Management
Chapter 7. Recruitment and Selection
Chapter 8. Managing Employee Relations
Chapter 9. Managing Misconduct

PART THREE: HRM PROCESSES
Chapter 10. Workforce Planning and Measurement
Chapter 11. Learning, Training, and Development
Chapter 12. Managing Performance
Chapter 13. Managing Rewards
Part One: Foundations of Human Resource Management
1. Managing People at Work: Challenges and Opportunities
2. The Evolution of the HR Function: A Critical Perspective
3. A Strategic Perspective on Human Resource Management
Part Two: Operational Challenges
4. Talent Management: Strategies and Models
5. Ethics and Leadership in HRM
6. International Human Resource Management
7. Recruitment and Selection
8. Managing Employee Relations
9. Managing Misconduct
Part Three: HRM Processes
10. Workforce Planning and Measurement
11. Learning, Training, and Development
12. Managing Performance
13. Managing Rewards