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• Title
• Copyright
• Dedication
• Contents
• List of Figures
• Introduction
• Welcome Notes for Students
• Welcome Notes for Lecturers
• What this Book Offers Teaching Staff and Students
• About the Author
• Preface
• Acknowledgements
• 1 An Introduction to Integrated Human Resources
• Learning Outcomes
• Introduction
• In the Beginning: The Evolution of Personnel and Human Resources
• The Integrated Approach
• Integrated HR is Situation-specific
• Organizational Science or Human Relations?
• The Scientific Approach
• The Human Relations Approach
• EXERCISE 1.1: THE HUMAN FACTOR?
• Management Movements: Gurus and New Scientists
• The Gurus
• The New Scientists
• New Prophets?
• HR: Public, Private and Not-for-profit
• GROUP ACTIVITY: INTEGRATED HR
• Chapter Summary
• References
• Personal Notes on Chapter 1
• 2 Human Resources in an Organizational Context
• Learning Outcomes
• Introduction
• The Strategic Integration of HR
• HRM IN ACTION: THE CHANGING ROLE OF HR IN ORGANIZATIONS
• The Influence of Organizational Structures on HR
• Functional Structures
• Old-style Personnel
• Organic HR Organization
• Mechanistic or Organic?
• PRACTISING HRM: REACT MODEL
• Organizational Culture: How We Do Things Here
• HRM IN ACTION: THE ADVERTISING AGENCY
• HR in Not-for-profit Organizations
• HRM IN ACTION: THE VOLUNTARY SECTOR
• Chapter Summary
• References
• Personal Notes on Chapter 2
• 3 Human Resources: The Team Builders
• Learning Outcomes
• Introduction
• The HR Applications of Teamwork
• HR and Teamwork: Attitudes, Knowledge and Skills (AKS)
• Attitudes
• EXERCISE 3.1 EVERYBODY, SOMEBODY, ANYBODY AND NOBODY
• EXERCISE 3.2 TEAMWORK ATTITUDES QUESTIONNAIRE
• Knowledge
• Teamwork: What To Expect
• Tuckman’s Stages of Team Development
• First Impressions
• Open Questions: Forming Teams
• GROUP ACTIVITY: TEAM-WORKING ACTION PLAN
• Team Tensions and Disagreements
• Teams Making Progress
• Getting the Job Done
• Farewells
• The Roles We Play in Teams
• Equal in Value
• Critical Evaluations and Summary of Team-working Roles
• AKS in Team Roles
• I’m a Person Not a Team Role!
• Groupthink
• PRACTISING HRM: THE TITANIC SCENARIO
• Equality
• Skills
• Translating Attitudes and Knowledge into Action
• Motivations for Joining a Team
• PRACTISING HRM: TEAM BUILDER’S ACTION PLAN
• Managing Team Difficulties
• GROUP ACTIVITY: AKS TEAM-WORKING REVIEW
• PRACTISING HRM: SHACKLETON
• Chapter Summary
• References
• Personal Notes on Chapter 3
• 4 Employee Relations and the New Psychological Contract
• Learning Outcomes
• Introduction
• Managing Employee Relations
• EXERCISE 4.1: EVALUATING CHANGE
• Downsizing
• Survivor Syndrome
• PRACTISING HRM: RESEARCHING ORGANIZATIONAL PERFORMANCE AFTER DOWNSIZING
• Corporate Memory
• What is a Psychological Contract?
• The Old Psychological Contract
• The New Psychological Contract
• Psychological Commitment
• Psychological Contracts and Change
• Managing Organizational Change
• Three-stage Change Theory
• EXERCISE 4.2: EVALUATING CHANGE: WHY DO PEOPLE RESIST CHANGE?
• Employability: Transfer of Earnings and Economic Rent
• People Do Not Leave Organizations, They Leave People
• Chapter Summary
• References
• Personal Notes on Chapter 4
• 5 Managing Time and Life-Work Balance
• Learning Outcomes
• Introduction
• Finding a Life-Work Balance
• Working Smarter, Not Harder
• A Triumph of Procedures Over Output?
• HRM IN ACTION: TOO MUCH HOMEWORK
• Managing Expectations
• PRACTISING HRM: WORK EFFICIENCY AUDIT
• Focusing on Value-adding Tasks
• Delegation: Authority with Responsibility
• HRM IN ACTION: INTERVIEW WITH A SENIOR EXECUTIVE (1)
• HRM IN ACTION: INTERVIEW WITH A SENIOR EXECUTIVE (2)
• Life-Work Balance: A Paradigm Shift for HR?
• PRACTISING HRM: LIFE-WORK BALANCE QUESTIONNAIRE
• How Indispensable Are We?
• GROUP ACTIVITY: PRESENTING THE CASE FOR LIFE-WORK BALANCE
• Chapter Summary
• References
• Personal Notes on Chapter 5
• 6 Motivating a Diversified Workforce
• Learning Outcomes
• Introduction
• Integrated HR and Diversity
• Diversity: Can We Be Different and Equal?
• PRACTISING HRM: WORKING GIRLS
• PRACTISING HRM: WHAT IS AN EMPLOYEE BENEFIT?
• Respect
• Ageism
• Can Volunteers Be Managed?
• PRACTISING HRM: THE CHARITY WORKER
• EXERCISE 6.1: THE VOLUNTARY SECTOR
• HRM IN ACTION: THE HR INITIATIVE THAT WENT WRONG
• GROUP ACTIVITY: MOTIVATING A DIVERSIFIED WORKFORCE
• Chapter Summary
• References
• Personal Notes on Chapter 6
• 7 Recruitment and Selection: An Integrated Approach
• Learning Outcomes
• Introduction
• Legal Matters
• Select the HR Electives: Become a More Effective Manager
• Every Manager is in HR
• Recruitment and Selection: Improving Organizational Performance
• The Recruitment and Selection Process
• Situation-specific Solutions
• Selection Methods
• Summary of Search and Selection Methodologies
• AKS in Job Design and Analysis
• Attitudes
• Knowledge
• Skills
• HRM IN ACTION: THE RECRUITMENT ASSIGNMENT
• Designing a Recruitment and Selection Strategy
• PRACTISING HRM: NEW GRADUATE AKS
• Understanding CVs
• Example of CV layout
• EXERCISE 7.1: PREPARE YOUR OWN CV
• Interviewing Procedures
• Stereotyping: Halo or Horns?
• HRM IN ACTION: FIRST IMPRESSIONS
• Can Rocket Science Graduates Make Effective Managers?
• EXERCISE 7.2: INTERVIEWING SKILLS
• Chapter Summary
• References
• Personal Notes on Chapter 7
• 8 Appraisals: Paperchase or Motivational Discussion?
• Learning Outcomes
• Introduction
• What is Appraisal For?
• Too Many Appraisal Objects?
• How Can an Appraisal Demotivate People?
• Planning a Successful Appraisal
• Pre-appraisal Planning
• Appraisal Methodologies
• Method 1: Appraisal by Immediate Supervisor
• Method 2: Self-assessment Appraisal
• Method 3: Peer Appraisal
• Method 4: Customer Appraisal
• Method 5: Upward Appraisal
• Method 6: 360° Appraisal
• Method 7: Appraisal by External Assessment Centre or Consultancy
• Method 8: Appraisal by Mentor
• Summary of Commonly Used Appraisal Methods
• HRM IN ACTION: WHAT IS THE PURPOSE OF APPRAISALS?
• HRM IN ACTION: SURPRISE, YOUR JOB HAS CHANGED!
• Appraisal: It’s Personal
• So What Do You Think of Appraisals?
• The AKS Appraisal Model (Attitudes, Knowledge and Skills)
• PRACTISING HRM: DESIGNING AN AKS APPRAISAL FOR A LECTURER
• The Confidence and Competence Model
• High Confidence
• Low Confidence, Low Competence
• High Confidence, Low Competence
• Low Confidence, High Competence
• High Confidence, High Competence
• EXERCISE 8.1: CONFIDENCE AND COMPETENCE
• GROUP ACTIVITY: ROLE PLAY AN APPRAISAL INTERVIEW
• Chapter Summary
• References
• Personal Notes on Chapter 8
• 9 Integrated Employee Development
• Learning Outcomes
• Introduction
• Does Training and Investment in People Really Work?
• Integrated HR is for SMEs too
• HRM IN ACTION: NOTHING TO DO AT INFORMATION CO.
• GROUP ACTIVITY: PRESENTING EMPLOYEE DEVELOPMENT
• To E-Learn or not to E-Learn?
• E-based HR
• Web-based Programmes in Australia, Hong Kong and Singapore
• E-learning Programmes in the UK
• The Employee Development Star
• Recruitment and Selection
• Recruitment and Selection Summary
• Induction
• PRACTISING HRM: INDUCTION FEEDBACK QUESTIONNAIRE
• Induction Plan Summary
• Integrated Development
• Development Plan Summary
• Development by Involvement
• Development Through Experiential Learning
• ACTIVE Learning Model
• Involvement Plan Summary
• Development Through Progression
• Progression Plan Summary
• HRM IN ACTION: INTERVIEW WITH A SENIOR EXECUTIVE
• Chapter Summary
• References
• Personal Notes on Chapter 9
• 10 Performance and Rewards
• Learning Outcomes
• Introduction
• Rewards: Situation- and Person-specific
• PEST For HR
• Political
• Economic
• Social
• Technological
• EXERCISE 10.1: PEST ANALYSIS
• Where Your Treasure Is
• EXERCISE 10.2: CHOICES
• Performance Pay
• HRM IN ACTION: UNMET EXPECTATIONS
• Cafeteria Systems
• HRM IN ACTION: INTERVIEW WITH A SENIOR EXECUTIVE
• Rewards for Volunteers
• Chapter Summary
• References
• Personal Notes on Chapter 10
• 11 Human Resources Audits and Planning
• Learning Outcomes
• Introduction
• Can Planning HR be Interesting?
• HR Auditing and Planning
• HR Planning: Just Common Sense?
• Linking HR Planning to Organizational Objectives
• Research: Find the Reality Inside the Rhetoric
• HR: Part of the Solution
• Focusing on Outcomes Not Inputs
• HR in The Voluntary Sector
• Fail to Plan – Plan to Fail!
• AKS: HR Research and Planning
• HRM IN ACTION: OWNERSHIP
• Applied Case Study Research
• How to REACT and Get SMARTA
• SMARTA: Working Smart, Not Hard
• Evaluating HR Research Methods
• Selecting the Right Research Tools
• The Documents File Search
• Observational Research: Do They Do What They Say?
• Interviews
• Questionnaires
• Focus Group Interviews
• Diary of Events
• Piloting Research Methodology
• Reliability, Validity and Triangulation
• The HR Literature Review
• Ethics In Research Projects
• EXERCISE 11.1: HR IS OK HERE, ISN’T IT?
• Effective Recommendations
• ACT
• Action
• Control
• Time
• PRACTISING HRM: ORGANIZATIONAL AUDIT
• Chapter Summary
• References
• Personal Notes on Chapter 11
• 12 Communications and Presentations
• Learning Outcomes
• Introduction
• Communication: Whose Priorities Come First?
• Customer Service: Undersell – Overdeliver
• Communicating the HR Message
• Writing an HR Report
• Meetings: What’s the Point?
• Facilitated Meetings Guide: REACT
• Why Presentation Skills Matter
• Presentations: Asking the Right Questions
• Collecting Presentational Materials
• Handouts
• The INTRO Presentation System
• GROUP ACTIVITY: WORKING TOGETHER
• PRACTISING HRM: PREPARE A PRESENTATION
• EXERCISE 12.1: ASSESSING PRESENTATIONS: GRADING FRAMEWORK
• Chapter Summary
• References
• Personal Notes on Chapter 12
• 13 Human Resources: Corporate Social Responsibility and Business Ethics
• Learning Outcomes
• Introduction
• EXERCISE 13.1: BUSINESS ETHICS: DOES IT MATTER?
• To be Human is to Make Choices
• GROUP ACTIVITY: BUSINESS ETHICS PERSONAL BEHAVIOURAL QUESTIONNAIRE
• Trust and Accountability (Corporate Social Responsibility)
• HRM IN ACTION: BUSINESS ETHICS FOR THE TWENTY-FIRST CENTURY
• Too Much Compliance: Not Enough Ethics?
• GROUP ACTIVITY: ‘MY TEN COMMANDMENTS’
• Reputations: The Value of a Good Name
• Hope Deceived and Postmodern Illusions
• EXERCISE 13.2: THE ETHICAL CONSUMER
• Conducting an Ethical Audit
• PRACTISING HRM: PRIMARY RESEARCH: HRM AND BUSINESS ETHICS
• GROUP ACTIVITY: EVALUATING PRESENTATIONS
• Chapter Summary
• References
• Personal Notes on Chapter 13
• 14 International Human Resources: Locally Sensitive, Globally Aware
• Learning Outcomes
• Introduction
• Towards Cultural Sensitivity
• Think International, Work Local
• Offshore Outsourcing
• HRM IN ACTION: WHEN THE JOB GOES ABROAD
• Global Information and Reputations
• Culture Shock
• International Training Programmes
• International Attitudes, Knowledge and Skills
• Attitudes
• Knowledge
• Skills
• Post-arrival Induction Activity Programme
• Coming Home: The Re-entry Programme
• Reorientation Plan
• GROUP ACTIVITY: DESIGNING AN INTERNATIONAL INDUCTION PROGRAMME AND PRESENTATIONS
• Chapter Summary
• References
• Personal Notes on Chapter 14
• And Finally …
• Personal Notes
• Authors, Organizations and Place Names Index
• Subject Index