Human resource management at work

Contents

 

Acknowledgements Acronyms and Weblinks Introduction to This Edition How to Use This Book Plan of the Book Guided Tour

 

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‘3 PI/, - ! f~tr; / i u to; 3 to' ■ -» - ►}*,.: introduction The Meanings of HRM Business and Corporate Strategies Stakeholders, Diversity and Corporate Responsibility International and Comparative HRM Conclusions Useful Reading

 

2 Forces Shaping HRi at Wort Introduction

 

Work in its Contemporary Context

 

Labour Markets and Patterns of Employment

 

Flexibility and Fragmentation at Work

 

The Legal Framework for HRM

 

The Institutional Framework for HRM

 

Conclusions

 

Useful Reading

 

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Introduction

 

Defining and Measuring High Commitment HRM Bundles of Human Resource Practices HRM and Performance

 

Raising Questions About the HRM-Performance Link The Universal Application of Best Practice HRM Conclusions Useful Reading

 

4 Designing HRi to fit Organisational Goals Introduction

 

‘Best Fit’ HRM: Contingency and Configurational Ideas

 

Limitations of ‘Best Fit’ Models

 

Resource-based and Institutionalist Views

 

Converting HR Strategy into Practice: Blockages and Barriers

 

Conclusions

 

Useful Reading

 

5 Changing Responsibilities for HRi Introduction

The Development of HR as a Specialist Function Analysing the Role of the HR Function Changing Models of HR Service Delivery Devolving HRM to Line Managers Measuring the Contribution of the HR Function Conclusions Useful Reading

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introduction

 

HR Planning, Labour Turnover, and Retention Job and Role Analysis

 

Job Descriptions, Person Specifications and Competency Frameworks

 

Recruitment Methods

 

Choosing the Right Selection Method

 

Differing Paradigms of Selection

 

Conclusions

 

Useful Reading

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Introduction

 

Induction and Employee Socialisation Performance Review Reinforcing Performance Standards Counselling and Support Conclusions Useful Reading

•: w ;hz \ i,., ; tL ri. Training and Skills Introduction

 

Skills in the UK: International Comparisons and Future Predictions

 

Establishing a Culture of Lifelong Learning in the Workplace

 

Government Initiatives to Develop Skills

 

Trade Unions, Training and Learning

 

Assessing the Contribution of VET to Skill Improvement

 

Conclusions

 

Useful Reading

 

Learning and Development at Work Introduction

 

Definitions and Terminology

 

The Process of Learning

 

The Training Process System

 

The Strategic Dimension

 

Trends and Developments in Learning

 

Conclusions