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• List of Figures
• List of Tables
• Preface
• About the Author
• Guide to Icons
• Online Resources for Instructors
• Acknowledgements
• Publisher’s Acknowledgements
• PART ONE HRM IN CONTEXT
• 1 What Is HRM?
• Introduction
• Competing Definitions of HRM
• The Emergence of HRM
• Hard and Soft Variants of HRM
• Patterns of HRM Practice
• HRM and a Changing Organisational Context
• The Changing HR Function
• Summary points
• Self-test questions
• Case study
• Useful reading
• 2 HRM and the Individual
• Introduction
• What Is the Employment Relationship?
• The Explicit Contract of Employment
• The Psychological Contract
• Managerial Control
• The Components of Individual Work Performance
• A Conceptual Framework for Understanding How HRM Can Contribute to Improved Individual Performance
• Summary points
• Self-test questions
• Case study
• Useful reading
• 3 HRM, Strategy and Performance
• Introduction
• The Strategy-Making Process
• Dimensions in HR Strategy Formation
• Perspectives on HR Strategy
• Organisational Performance
• HRM and Performance
• Summary points
• Self-test questions
• Case study
• Useful reading
• 4 The Labour Market Context of HRM
• Introduction
• What Is a Labour Market?
• Unemployment and Underemployment
• Labour Market Change
• The Restructuring of Internal Labour Markets
• The Controversies of Flexibility
• Quality of Working Life
• Summary points
• Self-test questions
• Case study
• Useful reading
• 5 International HRM and the National and International Contexts
• Introduction
• Globalisation and the Changing International Context of HRM
• International Human Resource Management
• The National Context of HRM
• National Culture
• Conceptualising Culture
• National Institutions
• International Institutions
• The European Union (EU)
• National Business Systems and MNC Activity: Going Global?
• Are Global Approaches to HRM Really Possible?
• Summary points
• Self-test questions
• Case study
• Useful reading
• PART TWO HRM IN PRACTICE
• 6 People Resourcing
• Introduction
• Human Resource Planning
• Employee Retention and Turnover
• Succession Planning and Talent Management
• Recruitment and Selection
• Evaluating the Recruitment and Selection Process
• Induction
• Terminating the Employment Contract
• Summary points
• Self-test questions
• Case study
• Useful reading
• 7 Managing Performance
• Introduction
• Defining the Concept of ‘Performance’
• What Is Performance Management?
• Setting Performance Objectives
• Measuring Performance
• Identifying Appropriate Measures of Performance
• Performance and Development Reviews
• Human Resource Development and Performance Management
• Reward and Performance Management
• Dealing with Poor Performance
• Issues with Performance Management in Practice
• The Role of Culture in Managing Performance
• Managing Corporate Culture
• Summary points
• Self-test questions
• Case study
• Useful reading
• 8 Managing Reward
• Introduction
• Forms of Reward
• Reward and the Employment Relationship
• The Management of Reward
• The Context of Reward
• Market Context
• Reward Systems
• Basic Pay
• Incremental Pay Schemes
• Variable or Contingent Pay
• Employee Perks and Benefits
• Non-Financial Rewards
• Total Reward
• Issues in Reward Management
• Summary points
• Self-test questions
• Case study
• Useful reading
• 9 Human Resource Development
• Introduction
• Defining Human Resource Development
• Why Invest in HRD?
• Drivers of HRD Activity
• Business Strategy and HRD
• HRD in Practice
• The Systematic Training Model
• Summary points
• Self-test questions
• Case study
• Useful reading
• 10 Employment Relations
• Introduction
• Control, Power and Authority in the Employment Relationship
• HRM and Employment Relations
• Key Trends in British Employment Relations
• Employee Voice
• Employee Involvement and Participation
• Employee Voice in Practice
• Summary points
• Self-test questions
• Case study
• Useful reading
• PART THREE CONTEMPORARY ISSUES IN HRM
• 11 HRM, Equality and Diversity
• Introduction
• The Incidence of Inequality in the Labour Market
• Forms of Discrimination
• Consequences of Discrimination
• The Political and Legal Contexts of Inequality
• HRM, Equality and Diversity
• The Equal Opportunities Approach
• Managing Diversity
• Summary points
• Self-test questions
• Case study
• Useful reading
• 12 Career and Talent Management
• Introduction
• The ‘Traditional’ Career
• The Death of the Career?
• New Careers and the Psychological Contract
• Are Traditional Careers Really Dead?
• Organisations and Career Management
• HRM and Career Management Interventions
• Organisational Change and Career Management
• Talent Management
• Features of Effective Talent Management
• Implications for Recruitment and Retention
• Career Management and Diversity
• Summary points
• Self-test questions
• Case study
• Useful reading
• 13 The Management of Workplace Conflict
• Introduction
• An Overview of Conflict in the Employment Relationship
• Organisational Rules and Procedures
• Discipline at Work
• Disciplinary and Grievance Procedures
• Under-Performance: A Disciplinary Issue?
• Employee Discipline and Behaviour Outside of Work
• Handling Employee Grievance
• Bullying and Harassment at Work
• Collective Dispute Procedures
• The Role of HR Specialists
• Employment Tribunals
• Summary points
• Self-test questions
• Case study
• Useful reading
• 14 HRM, Work and Well-Being
• Introduction
• Defining Well-Being
• Dignity at Work
• Health and Safety at Work
• Mental Health and Stress at Work
• The Impact of Ill Health
• The Business Case for the Effective Management of Employee Well-Being
• The UK Legal Framework
• Managing Health, Safety and Well-Being at Work
• Whose Responsibility Is Workplace Well-Being?
• Tackling Work-Related Stress
• Work–Life Balance
• Summary points
• Self-test questions
• Case study
• Useful reading
• 15 Contemporary Change and HRM
• Introduction
• Sustainable HRM
• The Developing Context of HRM
• Issues in Knowledge Management
• Summary points
• Self-test questions
• Case study
• Useful reading
• Glossary
• Bibliography
• Index