Human Resource Management In Organisations

Contents:
 

List of figures and tables
Acknowledgements
Guided tour
Introduction

PART 1: THE CHANGING CONTEXT OF EMPLOYMENT

Chapter 1: The changing world of work • Introduction • The driving forces of environmental change • Political change • Economic internationalisation and globalisation • Socio-cultural change • Technological change • The impact and consequences of environmental change • Structural change • Organisational change • Flexibility • Change and continuity in the world of work • an evaluation of the evidence • Changing attitudes to work • The psychological contract • World-class high-performance organisations • Future workplace and HR scenarios • Key learning points • Additional reading • Web-based sources of information • References
Chapter 2: The link between people management and organisational performance • Introduction • Researching the link between people and organisational performance • Conceptualising the link between people and organisational performance • Best practice approaches • Bundles of HR practices • Quantifying the contribution of HR practices • Shortcomings of best practice and configurational approaches • Contingency approaches • Evidence to support contingency approaches • Shortcomings of contingency approaches • Resource-based approaches (RBV) • Limitations of the RBV approach • Unlocking the black box • moving to real strategic business contribution • Key learning points • Additional reading • Web-based sources of information • References
Chapter 3: Translating theory into practice • an appraisal of HR practice? Introduction • The take-up of progressive HR practice in organisations • Exploring the gap between research evidence and organizational reality • The structure of financial markets • Occupational management labour markets • The informal organisation • Power and politics in organisation • The HR role and function • The concept of human capital • External reporting of human capital • Internal measures of human capital • The extent and use of HR measurement • Key learning points • Additional reading • Web-based sources of information • References

 

PART 2: THE ORGANISATIONAL ARCHITECTURE OF HIGH PERFORMANCE

Chapter 4: People in organisations: discretionary behaviour, employee engagement and organisational performance • Introduction • Perspectives on individual behaviour • Individual perception and attribution • Attitudes, values and beliefs • Emotions • Discretionary behaviour • The relevance of discretionary behaviour • Discretionary behaviour and the psychological contract • Key learning points • Additional reading • Web-based sources of information • References
Chapter 5: Motivation, empowerment and discretionary effort? Introduction • Content and process theories of motivation • The hierarchy of needs • Herzberg's ( 8) two-factor theory of motivation • Process theories of motivation • The relationship between motivation and job design • Scientific management • The human relations approach • Techniques of job design • The relationship between motivation and reward • The relationship between motivation, job satisfaction and job performance • Autonomous teamworking • Employee engagement and empowerment • Employee engagement, empowerment and the psychological contract • Key learning points • Additional reading • Web-based sources of information • References
Chapter 6: Investing in human capital: attracting, securing and retaining talent and ability? Introduction • Individual difference • Personality • Equality of opportunity and diversity • Human resource planning • Forecasting demand for labour • Forecasting internal supply • Forecating external supply • Reconciling demand and supply • A systematic approach to recruitment and selection • Job analysis • Job descriptions and accountability profiles • Person specifications • Competency frameworks • Recruitment methods • Selection methods • Evaluating the effectiveness of recruitment and selection • Retention • Key learning points • Additional reading • Web-based sources of information • References
Chapter 7: Developing skills and ability for high performance: training, learning and development at work • Introduction • Defining the terminology of learning and development • Learning • Training • Development • Education • Conceptualising learning • an overview of key theories • Behaviourist perspectives on the learning process • Cognitive approaches • Social learning • Humanist perspectives on learning • Implementing training, learning and development • Key trends and developments in learning and development • Skills shortages • The nature of training and development provision • Changing use of learning and development practices • Management and leadership development • The contribution of learning and development to organisational effectiveness • Coaching • E-learning • Blended learning • Creating a climate conducive to learning and development • The learning organisation • Evaluating the learning and development contribution • Key learning points • Additional reading • Web-based sources of information • References
Chapter 8: Managing and rewarding performance at work, Kevin Lamb? Introduction • Designing appraisal systems • Types of appraisal systems • Objective-setting systems • Behaviourally-anchored rating scales (BARSs) • Simple rating systems • Critical incident systems • Blank sheet appraisal • Deciding who to involve • Self-appraisal • 360-degree appraisal • Appraisal in context • The appraisal interview • Post-interview follow-up • Integrating employee development with performance management • Financial and non-financial rewards • Individual differences and rewards • Expectancy theory and performance management • Individual performance-related pay • Key learning points • References
Chapter 9: Managing individual and collective relationships at work, Dorothy Foote • Introduction • Defining relationships at work • Perspectives on the employment relationship • Collectivism v individualism • Union recognition • The psychological contract • Gaining and building employee commitment through employee involvement and participation • EIP and the performance link • Managing conflict • Sources and manifestations of conflict • Conflict resolution strategies • Key learning points • Additional reading • Web-based sources of information • References

 

PART 3: OPTIMISING AND SUSTAINING HIGH PERFORMANCE

Chapter 10: Leadership, Linda Lee-Davies? Introduction • Concepts and theories of leadership and the leadership role in high-performance organisations • Early warfare (ballistics) • People care (holistics) • Competition • Intuition • Definition • Group-based approaches to leadership • Creating and implementing the vision • Effective leadership and role modelling • Key learning points • Additional reading • References
Chapter 11: HRM and the management of strategic organisational change? Introduction • Conceptualising organisational change • The management of organisational change • Analysing future state • Analysing the current state • Transition state • Overcoming barriers to change • The HR role in managing strategic organisational change • Key learning points • Additional reading • Web-based sources of information • References
Index

About the Author:

lzabela Robinson, B.A., M.A., Ph.D. is a senior lecturer at Northampton Business School, The University of Northampton. She teaches on a range of HRM programmes. Her research interests include international HRM and labour relations in post-socialist Poland. She is a Fellow of the ClPD and worked previously as a personnel manager in the printing, publishing and footwear industries.