Name: Human Resource Management - Bókakaup
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Description

Efnisyfirlit

Title page
Imprint page
Table of Contents
Section A: Introduction
Chapter 1: People as a valued resource
1.1 Introduction
1.2 The role of people in organisations
1.3 The work environment of people – the organisation
1.4 Indicators of success
1.5 Role of managers and HRM
1.6 Book outline
1.7 Summary
References
Chapter 2: A stakeholder approach to human resource management in South Africa
2.1 Introduction
2.2 A brief history of labour relations and HRM in South Africa
2.3 The South African macro environment
2.4 Stakeholder theory
2.5 Stakeholder engagement and societal corporatism
2.6 Stakeholders in the South African HRM and labour relations environment
2.7 Summary
References
Section B: The organisational context
Chapter 3: Leading the organisation
3.1 Introduction
3.2 Responsible strategic leadership
3.3 The challenges of responsible strategic leadership
3.4 Strategic leaders and strategic leadership
3.5 Directors and executive managers as the strategic leaders of organisations
3.6 The activities of strategic leadership
3.7 Strategic leadership and HRM
3.8 Summary
References
Chapter 4: Human resource planning
4.1 Introduction
4.2 Organisational and HR strategy
4.3 Human resource planning
4.4 HR planning activities
4.5 Organisation and job design
4.6 Job analysis
4.7 Summary
References
Chapter 5: Organisational growth and change
5.1 Introduction
5.2 The growth of an organisation
5.3 The nature of change in a VUCA world
5.4 Managing a change initiative
5.5 Organisational culture and change
5.6 Resource-based theory and dynamic capability
5.7 Summary
References
Appendix 5A Change checklist for the change agent
Chapter 6: Organisation performance management
6.1 Introduction
6.2 Organisation performance management activities
6.3 Summary
References
Chapter 7: Compensation and reward systems
7.1 Introduction
7.2 Compensation objectives in an organisation
7.3 Pay and motivation
7.4 Developing a pay system
7.5 Benefits
7.6 Incentives
7.7 Legal considerations
7.8 Other considerations
7.9 Summary
References
Chapter 8: Labour relations systems
8.1 Introduction
8.2 Dealing with grievances
8.3 Discipline and dismissals
8.4 Unfair labour practices (section 186(2))
8.5 Industrial action (Chapter 4 of the LRA)
8.6 Dispute resolution (Chapter 7, Part C of the LRA)
8.7 Summary
References
Appendix 8A Grievance procedure
Appendix 8B Disciplinary code and procedure
Appendix 8C Personnel record: Disciplinary details
Section C: Managing individual behaviour
Chapter 9: The uniqueness of an individual
9.1 Introduction
9.2 The personality of an employee
9.3 Attitudes and values
9.4 Emotional and mood differences at work
9.5 Motivational needs
9.6 Individual strengths
9.7 Multiple intelligence
9.8 Abilities, skills and competencies
9.9 The psychological contract
9.10 Summary
References
Chapter 10: Individual behavioural dynamics
10.1 Introduction
10.2 Select for fit
10.3 Induct
10.4 Ensure wellbeing
10.5 Motivate
10.6 Manage perceptions
10.7 Manage conflict and build trust
10.8 Facilitate learning and change
10.9 Enable problem solving
10.10 Promote creativity and innovation
10.11 Summary
References
Chapter 11: Staffing an organisation
11.1 Introduction
11.2 Recruitment
11.3 Selection
11.4 Summary
References
Appendix 11A Conducting effective interviews
Chapter 12: Leadership of people
12.1 Introduction
12.2 Recognising a leader
12.3 The context of leadership
12.4 How to lead
12.5 Leadership capabilities and competencies
12.6 Developing leadership
12.7 Summary
References
Chapter 13: Performance management and development
13.1 Introduction
13.2 Performance management
13.3 The performance management process
13.4 Managing poor performance
13.5 Managing absenteeism, alcoholism and HIV/AIDS in the workplace
13.6 Training and development
13.7 Summary
References
Chapter 14: Employee wellbeing
14.1 Introduction
14.2 Global challenges and responses
14.3 Health, wellbeing and wellness
14.4 Promoting employee wellbeing in organisations
14.5 Facets of wellness at work
14.6 Management practices and wellbeing
14.7 Office design
14.8 Summary
References
Section D: Managing work relationships
Chapter 15: Managing teams
15.1 Introduction
15.2 The nature of groups
15.3 Fundamentals of group functioning
15.4 Influences on group dynamics
15.5 Group dynamics
15.6 Teams in organisations
15.7 Virtual teams
15.8 Dimensions of team effectiveness
15.9 Summary
References
Chapter 16: Managing diversity
16.1 Introduction
16.2 Understanding diversity
16.3 The South African context
16.4 South African legislation promoting a diverse workplace: the legal case
16.5 The business case for diversity and its effective management
16.6 Managing diversity
16.7 Summary
References
Chapter 17: International human resource management
17.1 Introduction
17.2 International HRM as a strategic approach
17.3 Compliance with laws and regulations
17.4 Strategic positioning of international HRM
17.5 HRM and cross-cultural management
17.6 Cultural differences
17.7 Summary
References
Section E: Conclusion
Chapter 18: Conclusion
18.1 Introduction
18.2 The organisational context
18.3 Managing the individual
18.4 Managing workplace relationships
18.5 Future competencies
Section F: Case studies
Introduction
WW MEDIA case study
Document 1: Job description, specification and profile for the post of office administrator
Document 2: A selection grid
Document 3: Key interview questions
Surance Brokers case study
Spotless case study
Phumla’s Manufacturing case study
Jonny Jae case study
The Friendly Café case study
Active Enterprises case study
Global Adventures and Hospitality (GA&H) case study
TreadLine Haulage
isiZulu Craft Traders Incorporated
Appendix A: South African labour legislation
1 Introduction
2 The common law and the individual contract of employment
3 Statutory law
4 Summary
References
Appendix B: Templates and forms
Index
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W
X
Y