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• Cover Page
• Half Title Page
• Series
• Title Page
• Copyright Page
• Contents
• List of Figures
• List of Tables
• Preface
• Acknowledgements
• Abbreviations
• Part I The Making of Human Resource Management
• 1 Human resource management: an overview
• Introduction
• What do we mean by HRM?
• The professional model of personnel management
• Personnel management and HRM: towards an employment systems approach
• Summary
• 2 The context for HRM
• Introduction
• The failure of American industry
• The changing context for personnel management in the UK
• Summary
• 3 HRM in practice
• Introduction
• Fact and fiction
• Developing commitment
• Flexibility
• A more strategic approach?
• A quality workforce
• Summary
• Part II Strategy, Structure, and Culture in Organizational Change and HRM
• 4 Business strategy and organizational capability
• Introduction
• What do we mean by strategy?
• Strategy according to timescale
• Strategy and HRM: matching HRM to strategy and situations
• Strategy and HRM: a process view
• Summary
• 5 Organization structure and human resource management
• Introduction
• Strategy and structure in large organizations
• The trend towards decentralization
• Overcoming decentralization without overturning it
• Summary
• 6 Corporate culture and the management of organizational change
• Introduction
• Does corporate culture matter?
• What is corporate culture?
• Can corporate culture be changed?
• Managing cultural change
• Summary
• 7 Strategic change and HRM at Barclaycard: from rapid growth to maturity
• Introduction
• Business and human resource change at Barclaycard
• Summary
• 8 Strategy, structure and cultural change: managing retrenchment and recovery at PilKington
• Introduction
• Strategic and human resource change at Pilkington Glass Limited (PGL)
• Summary
• Part III Basic Concepts for an Employment Systems Perspective
• 9 Manpower planning
• Introduction
• A framework for manpower planning
• Manpower planning at IBM: a case example
• Summary
• 10 From manpower planning to human resource planning
• Introduction
• Styles of business planning
• Towards human resource planning?
• Skill and skill supply strategy
• Summary
• 11 Employment systems: recruitment, pay, and careers
• Introduction
• The internal labour market
• The open external labour market
• The occupational labour market
• The technical/industrial labour market system
• The commitment system (or HRM)
• A general model of factors influencing employment systems
• Summary
• 12 Managing the system as a whole: towards HRM (1)
• Introduction
• The construction company: an ELM or an ILM?
• The construction industry: a wider view
• Summary
• 13 Managing the system as a whole: towards HRM (2)
• Introduction
• From a technical/industrial system to the commitment system and ‘HRM’
• Strains in the commitment system
• Pay
• The management structure and team-work
• Training and career development
• An alternative to the constitutional system: communication, pay, and opportunity at IBM
• Summary
• Part IV Employee Groups
• 14 Managers and professional employees
• Introduction
• The changing shape of management, roles and responsibilities
• Middle managers
• Supervisors
• Professional and technical workers
• Management competences
• Management learning and development
• Managing careers
• Pay and appraisal
• Summary
• 15 Managers in an international context
• Introduction
• Staffing in the international firm
• Selection and management of expatriates
• Managing careers
• Internationalizing the organization
• International managers
• Summary
• 16 Manual and clerical employees
• Introduction
• HRM and the shopfloor: a recap on themes
• Employee commitment and the skills revolution
• Pay
• Collective bargaining
• Training
• Summary
• 17 Managing technical and organizational change at GKN Hardy Spicer
• Introduction
• The need for change at GKN Hardy Spicer
• New system design
• Implementing technical change
• Beyond implementation
• Summary
• 18 Flexible employees: flexible firms
• Introduction
• Flexible workers, flexible firms
• Secondary employment groups and equal opportunities
• Summary
• 19 Skills and training in the European Union and beyond
• Introduction
• The impact of the Single European Market on jobs and skills
• The training system in the UK
• The training system in the USA
• Vocational education and training in Japan
• Vocational education and training in Germany
• Summary
• Part V Conclusion
• Future scenarios: issues for the 1990s and beyond
• Introduction
• Emerging models of HRM
• From conflict and control to growth and development
• New organizational forms
• The future of the personnel and human resources function
• Summary
• References
• Index