Contemporary human resource management : text

Third Edition
CONTEMPORARY HUMAN
RESOURCE MANAGEMENT
Text and Cases
Tom Redman
Adrian Wilkinson
F T Prentice Hall
FINANCIAL TIMES
An imprint of Pearson Education
Harlow, England • London • New York • Boston • San Francisco • Toronto • Sydney • Singapore • Hong Kong
Tokyo • Seoul«Taipei • New Delhi • Cape Town • Madrid • Mexico City • Amsterdam • Munich • Paris • Milan
CONTENTS
Case studies and exercises
xiv
Editors
xvii
Contributors
xviii
Acknowledgements
xx
Part 1 Fundamentals of Human Resource Management
1.
2.
3.
Human Resource Management: a contemporary perspective
1
2
Tom Redman and Adrian Wilkinson
Introduction
The development of HRM
ThenewHRM?
The changing context of work
Strategy and HRM
Performance and HRM
The changing role of HRM
The book
Bibliography
2
2
3
4
7
10
13
17
18
Human Resource Management and Organisational Performance:
in search of the HR advantage
23
Nicholas Kinnie and Juani Swart
Introduction
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
Bibliography
23
24
26
27
29
38
43
45
48
50
57
Recruitment
64
Anne McCormack and Dora Scholarios
Introduction
The external environment
The organisation
The job
Pre-recruitment activities
Recruitment methods
64
65
70
73
74
76
a
Contents
V
I*.
5.
6.
7.
The need for an applicant perspective
Conclusions
Case study 3.1
Case study 3.2
Bibliography
80
80
81
83
85
Selection
89
Dora Scholarios
Introduction
A brief overview of psychometric quality
The 'what' and 'how' of selection
Summary of trends
What do organisations actually do?
Explaining practice
Conclusions and implications for HRM
Case study 4.1
Case study 4.2
Case study 4.3
Bibliography
89
89
91
98
99
101
108
109
110
111
112
Training and Development
117
Irena Grugulis
Introduction
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
Bibliography
117
117
122
128
129
129
130
131
134
Reward Management
'
138
Mark W. Gilman
Introduction
Why pay systems vary
Paying for performance: variable pay
Pay for performance: how strategic is it?
Discussion
Case study 6.1
Case study 6.2
Bibliography
138
139
149
160
161
163
170
172
Performance Appraisal
175
Tom Redman
Introduction
Development of performance appraisal
The practice of performance appraisal
Recent developments in performance appraisal
175
177
177
181
Contents •
8.
9.
Problems of performance appraisal
Conclusions
Case study 7.1
Bibliography
186
189
190
204
Industrial Relations
207
Nicolas Bacon
Introduction
Management approaches to industrial relations
Why employees join unions
The decline of joint regulation
The implications of declining joint regulation
Non-union workplaces
Non-union employee representation
Partnership with unions
Union organising and new types of union representative
Conclusions
Case study 8.1
Bibliography
207
207
209
210
212
214
216
216
218
219
220
223
Line Managers
227
Douglas Renwick
Introduction
Developments in the literature
General questions emerging
Challenges arising
Future research •
Conclusions
Case study 9.1
Case study 9.2
Bibliography
227
228
233
235
236
237
238
239
240
f
10.
Organisational and Corporate Culture
263
Alistair Cheyne and John Loan-Clarke
Introduction
The concept of culture
Organisational culture
Categorisations of culture
Assessing organisational culture
Culture and organisational performance
Organisational culture and human resource management
Is culture change feasible?
Conclusion
Case study 10.1
Case study 10.2
Case study 10.3
Case study 10.4
Bibliography
243
243
244
246
250
252
253
261
262
263
263
263
264
270
Contents
Part II Contemporary Themes and Issues
11.
12.
13.
16.
International HRM
277
,.
278
Geoffrey Wood, Leslie T. Szamosi and Alexandras Psychogios
Introduction
Thinking about international HRM: uniformity or diversity?
International HRM in practice
Conclusion
Case study 11.1
Case study 11.2
Case study 11.3
Bibliography
278
278
285
291
291
293
294
295
Comparative Human Resource Management
299
Geoffrey Wood and David Collings
Introduction
Convergence or divergence in HRM systems
Empirical ways of understanding diversity
Conclusion
Case study 12.1
Case study 12.2
Bibliography
299
301
308
309
310
311
313
Understanding and Managing Careers in Changing Contexts
317
Laurie Cohen and Amal El-Sawad
Introduction
An 'elastic' concept: diverse understandings of career
Changing contexts of work and career
Gender and ethnicity in career debates
Career lenses and approaches
Managing careers: implications for HR practice
Conclusion
Case study 13.1
Case study 13.2
Case study 13.3
Bibliography
317
318
319
323
325
329
332
333
334
336
338
'
Managing Diversity
363
Catherine Cassell
Introduction
The managing diversity context
General principles
Implementing diversity initiatives
Global diversity management
Do diversity initiatives deliver?
Conclusions
Case study 14.1
343
343
346
347
349
350
353
354
Contents •
15.
16.
17.
Case study 14.2
Case study 14.3
Bibliography
-
357
360
360
Work-Life Balance
366
Keith Townsend and Paula McDonald
Introduction
Is it work-life balance or something else?
Why WLB is important to employers
When the government gets involved
Unions and WLB
Finding the boundaries
Conclusions
Case study 15.1
Case study 15.2
Bibliography
364
364
365
370
372
373
373
374
375
377
Downsizing
381
Tom Redman and Adrian Wilkinson
Introduction
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 /
Bibliography
381
381
384
386
389
394
396
398
401
Employee Participation
605
Tony Dundon and Adrian Wilkinson
Introduction
Defining participation
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
Conclusions
Case study 17.1
Case study 17.2
Case study 17.3
Bibliography
18.
'
405
405
406
408
409
412
412
415
417
418
419
423
Knowledge Management and Human Resource Management
626
Donald Hislop
Introduction
426
Contents
Social context: the growing importance of knowledge
Defining knowledge work
Why worker motivation 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
Bibliography
19.
20.
21.
427
427
429
431
431
440
444
447
Employment Ethics
451
Peter Ackers
Introduction
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
Bibliography
451
452
455
457
458
461
462
465
469
469
Emotion at Work
472
Philip Hancock and Melissa Tyler
Introduction
•
The emotional turn: key concepts and issues
Emotion in management theory and practice
Critical perspectives on emotion
Conclusions
Case study 20.1
Case study 20.2
Case study 20.3
Bibliography
472
474
475
479
485
486
490
490
491
r
Flexibility
695
Stephen Procter and Stephen Ackroyd
Introduction: what do we mean by flexibility?
Flexibility in historical perspective
The flexible firm
Patterns of flexibility
Flexible specialisation
The new flexible firm
The high-surveillance firm and lean production
Flexibility in the public services
Conclusions
.
Case study 21.1
Bibliography
495
496
497
498
500
501
502
507
509
509
513
•
Contents •
22.
Workplace Bullying
517
Sara Branch, Sheryl Ramsay and Michelle Barker
Introduction
- 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 targets
Impact on witnesses
Impact on the organisation
Antecedents of workplace bullying
Prevention and management of workplace bullying
Conclusion
Case study 22.1
Case study 22.2
Case study 22.3
Bibliography
517
518
520
520
522
523
524
524
525
528
531
531
535
536
537
Index
562
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