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• Cover Page
• Half Title Page
• Title Page
• Copyright Page
• Table of Contents
• List of illustrations
• Preface to the third edition
• Visual tour of An Introduction to Human Resource Management
• 1 Introduction
• Introduction
• The economic and business context
• Origins of human resource management
• The role of human resources today
• Best practice or best fit?
• Current concepts in human resourcing
• 2 Recruitment, Employer Branding and Employer of Choice
• Introduction
• Employer branding
• Difficulties with employer branding
• Identifying talent
• Drafting a recruitment policy
• Does a vacancy exist?
• Defining the details of the vacancy
• Attracting the applicants
• Integrated approach to recruitment
• Who carries out the recruitment and selection processes?
• 3 Selection
• Introduction
• Talent management
• Short-listing
• Selection testing
• Activity 3.1
• Activity 3.2
• Interviewing the candidates
• Assessment centres
• Choosing the successful candidate
• Technology in selection
• Using a variety of approaches
• Obtaining references
• Offering the position
• Evaluating the selection process
• 4 Relationships with Employees
• Introduction
• Workplace negotiating
• Activity 4.1
• Involvement and participation
• Employee engagement
• Dealing with individual sources of conflict — grievance, discipline and dismissal
• Redundancy and its implications
• Activity 4.2
• Activity 4.3
• 5 Performance Management
• Introduction
• The purpose of performance management
• What should the process be called?
• Stages in the performance management framework
• Operational issues
• Activity 5.1
• Conclusion
• Extended activity/case study — balanced scorecard
• 6 Rewarding Employees
• Introduction
• Strategic elements of reward
• Activity 6.1
• Component parts of the reward package
• Designing basic pay structures
• Paying for performance
• Using technology in reward
• 7 Flexible Working
• Introduction
• Flexible working practices
• The flexible firm
• Temporal flexibility
• Activity 7.1.
• Numerical flexibility
• Geographical flexibility
• Activity 7.2
• Activity 7.3
• Occupational flexibility
• Policies that support flexibility
• Summing up flexibility
• Talent management
• Technology and flexibility
• 8 Learning and Talent Development
• Introduction
• How people learn
• Talent management
• Tailored approach to learning
• Training aims and objectives
• Specialist learning and talent programmes and initiatives
• Activity 8.1
• National government and non-governmental schemes and initiatives
• Legal considerations in learning and development activities
• The role and responsibilities of learning and talent development practitioners
• Is the role changing?
• 9 Equal Opportunities and Managing Diversity
• Introduction
• The business case for equal opportunities
• Equal opportunities legislation
• Discrimination as it applies to specific groups
• Regulating equality and human rights
• Remedies for the employee
• Approaches to equal opportunities policy
• Implications for equal opportunities (EO) practice
• Criticism of the equality industry
• 10 Health, Safety and Employee Well-Being
• Introduction
• Legal interventions
• Enforcing the law
• Risk assessment
• Welfare issues and policies
• Challenges to management and the role of human resources
• Activity 10.1
• 11 An International Perspective
• Introduction
• National culture — Hofstede’s studies
• Globe study — culture and leadership effectiveness
• Convergence and divergence
• Global comparisons
• HRM models and international strategies for overseas subsidiaries
• Labour standards and social responsibility
• 12 Human Resource Planning
• Introduction
• Reasons for lack of planning
• Purpose of human resource planning
• Planning for specific purposes
• Carrying out human resource planning
• Producing the human resource plan
• Technology
• Conclusion
• Subject index
• Author index