Contemporary Human Resource Management plus MyLab access code3rd Edition
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Contemporary Human Resource Management provides students with a thorough and critical exploration of all the key functions and issues within HRM today.
Written in a clear yet thought-provoking style, the book contains chapters contributed by experts in their field to ensure coverage of the most recent ideas and practices. Each chapter is complemented by at least 2 more extensive case studies, exercises or activities to put concepts into recognisable context.
It is suitable for students studying human resource management on a wide range of HRM and general business / management undergraduate and postgraduate degree programmes.
Contemporary Human Resource Management: Text and Cases comes with a MyLab Access Card.
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List of Case Studies
List of Contributors
Part I Fundamentals of Human Resource Management
1. Human Resource Management: a contemporary perspective
Tom Redman and Adrian Wilkinson
The development of HRM
The new HRM?
The changing context of work
Strategy and HRM
Performance and HRM
The changing role of HRM
2. Human Resource Management and Organisational Performance: in search of the HR advantage
Nick Kinnie and Juani Swart
Strategy and HRM
HR and organisational performance: our approach and some background
Human resource advantage
Human capital advantage
Organisational process advantage
Conclusions and implications
Case study 2.1
Case study 2.2
Case study 2.3
Ann McCormack and Dora Scholarios
The external environment
The need for an applicant perspective
Case study 3.1
Case study 3.2
A brief overview of psychometric quality
The what and how of selection
Summary of trends
What do organisations actually do?
Conclusions and implications for HRM
Case study 4.1
Case study 4.2
Case study 4.3
5. Training and Development
The case for training and development
Training and development in the workplace
Rethinking training and development
Discussion and conclusions
Case study 5.1
Case study 5.2
Case study 5.3
6. Reward Management
Mark W. Gilman
Why pay systems vary
Paying for performance: variable pay
Pay for performance: how strategic is it?
Case study 6.1
Case study 6.2
7. Performance Appraisal
Development of performance appraisal
The practice of performance appraisal
Recent developments in performance appraisal
Problems of performance appraisal
Case study 7.1
8. Industrial Relations
&nb; Nicolas Bacon
Management approaches to industrial relations
Why employees join unions
The decline of joint regulation
The implications of declining joint regulation
Non-union employee representation
Partnership with unions
Union organising and new types of union representative
Case study 8.1
9. Line Managers
developments in the literature
General questions emerging
Case study 9.1
Case study 9.2
10. Organisation and Corporate Culture
Alistair Cheyne and John Loan-Clarke
The concept of culture
Categorisations of culture
Assessing organisational culture
Culture and organisational performance
Organisational culture and human resource management
Is culture change feasible?
Case study 10.1
Case study 10.2
Case study 10.3
Case study 10.4
Part II Contemporary Themes and Issues
11. International HRM
Geoffrey Wood, Leslie Szamosi and Alex Psychogios
Thinking about international HRM: uniformity or diversity?
International HRM in practice
Case study 11.1
Case study 11.2
Case study 11.3
12. Comparative Human Resource Management
Geoffrey Wood and David Collings
Convergence or divergence in HRM systems
Empirical ways of understanding diversity
Case study 12.1Case study 12.2
13. Understanding and Managing Careers in Changing Contexts
Laurie Cohen and Amal El-Sawad
An elastic concept: diverse understandings of career
Changing contexts of work and career
Change and continuity in career form
Gender and ethnicity in career debates
Career lenses and approaches
More dynamic, less static approaches?
Holistic perspectives: new metaphors for thinking about career
Managing careers: implications for HR practice
Case study 13.1
Case study 13.2
Case study 3.3
14. Managing Diversity
The managing diversity context
Implementing diversity initiatives
Global diversity management
Do diverstives deliver?
Case study 14.1
Case study 14.2
Case study 14.3
15. WorkLife Balance
Keith Townsend and Paula Macdonald
Is it worklife balance or something elser?
Why WLB is important to employers
When the government gets involved
Unions and WLB
Finding the boundaries
Case study 15.1
Case study 15.2
Tom Redman and Adrian Wilkinson
Downsizing: the reality of HRM?
Methods of downsizing
Alternatives to redundancy
The redundancy process
Conclusions: downsizing, rightsizing or dumbsizing?
Case study 16.1
Case study 16.2
17. Employee Participation
Tony Dundon and Adrian Wilkinson
The context for employee participation
A framework for analysing employee participation
Employee participation in practice
The meanings and impact of participation
Employee participation and the EU
Case study 17.1
Case study 17.2
Case study 17.3
18. Knowledge Management and Human Resource Management
Social context: the growing importance of knowledge
Defining knowledge work
Why worker participation is key to achieving participation in knowledge management initiatives
The organisational climate and workers attitudes to knowledge management initiatives
HRM practices to support knowledge management initiatives
Case study 18.1
Case study 18.2
19. Employment Ethics
Ethical theories: enter the moral maze
An employment ethics agenda
Shaping an ethical workplace
The history of ethical employment management
The advent of HRM
Conclusion: three fallacies of HRM ethics
Case study 19.1
Case study 19.2
20. Emotion at Work
Philip Hancock and Melissa Tyler
The emotional turn: key concepts and issues
Emotion in management theory and practice
Critical perspectives on emotion
Case study 20.1
Case study 20.2
Case study 20.3
Stephen Procter and Stephen Ackroyd
Introduction: what do we mean by flexibility?
Flexibility in historical perspective
The flexible firm
Patterns of flexibili Flexible specialisation
The new flexible firm
The high-surveillance firm and lean production
Flexibility in the public services
Case study 21.1
22. Workplace bullying
Sara Branch, Sheryl Ramsay and Michelle Barker
How is workplace bullying defined?
The importance of power and dependency in workplace bullying
Identifying workplace bullying behaviours
Reporting of frequency of workplace bullying behaviours and risk groups
Impact on the target
Impact on witnesses
Impact on the organisation
Antecedents of workplace bullying
Prevention and management of workplace bullying
Case study 22.1
Case study 22.2
Among the most valuable features and aids to learning in the book are:
- Contributed chapters from experts in their field
- Case studies, exercises and activities encourage critical thinking as well as awareness of practical implications
- Summaries, review and discussion questions, further reading and website references provide a valuable reference and study resource
Tom Redman is Professor of HRM and Director of Research at Durham University. Adrian Wilkinson is Professor of Employment Relations and Director of the Centre for Work, Organisation and Wellbeing at Griffith University, Queensland in Australia.