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• Cover
• Endorsements
• Seriespage
• Titlepage
• Contents in Brief
• Contents
• List of figures
• List of tables
• Preface
• PART I Fundamentals of human resource management
• 01 The essence of HRM
• Introduction
• The practice of HRM
• The HR architecture
• The HR system
• The philosophy of people management
• People practices
• References
• 02 Human capital management
• Introduction
• Human capital management defined
• The concept of human capital
• The constituents of human capital
• Measuring human capital
• Approaches to HRM raised by human capital theory
• HCM and investment decisions
• References
• 03 The context of HRM
• Introduction
• Environmental factors
• The labour market
• References
• 04 The future of work
• Introduction
• The nature of work
• Theories explaining the meaning of work
• What is happening to work?
• The factors affecting work
• What is happening to work now?
• What is going to happen to work?
• References
• 05 HRM and organizational performance
• Introduction
• Measuring organizational performance
• The impact of HR
• How HRM makes an impact
• The development of high-performance working
• High-performance work systems
• References
• 06 The ethical dimension of HRM
• Introduction
• The meaning and concerns of ethics
• The nature of ethical decisions and judgements
• Fairness
• Equity theory
• Justice
• HRM ethical guidelines
• Ethical dilemmas
• The ethical role of HR
• References
• 07 Corporate social responsibility
• Introduction
• Corporate social responsibility defined
• Strategic CSR defined
• CSR activities
• The rationale for CSR
• The opposing view
• Social responsibility investment criteria
• Benefits of CSR
• The basis for developing a CSR strategy
• The role of HR
• References
• PART II The strategic approach to HRM
• 08 Strategic HRM
• Introduction
• The nature of strategic human resource management
• The resource-based view of SHRM
• Strategic fit
• Critical evaluation of the concept of SHRM
• References
• 09 HR strategy
• Introduction
• The nature of HR strategy
• Approaches to HR strategy
• Developing HR strategy
• Implementing HR strategy
• References
• PART III Delivering HR
• 10 The role of HR
• Introduction
• The HR function
• The role of the HR professional
• References
• 11 The HRM role of line managers
• Introduction
• The people management role of line managers
• How well does devolution to line managers of HR responsibilities work?
• Factors affecting the quality of the implementation of HRM by line managers
• Dealing with the factors
• References
• PART IV Human resource management processes
• 12 Evidence-based HRM
• Introduction
• Evidence-based HRM defined
• Evidence-based management
• The approach to evidence-based HRM
• References
• 13 HR analytics
• Introduction
• HR analytics defined
• The purpose of HR analytics
• The content of HR analytics
• The process of HR analytics
• Types of HR analytics
• Keeping people informed
• References
• 14 Digital HRM
• Introduction
• Digital HRM defined
• The purpose of digital HRM
• The uses of digital HRM
• Digital transformation
• Human resource information system (HRIS)
• Cloud computing
• Artificial intelligence
• Managing digital HRM
• References
• 15 Knowledge management
• Introduction
• Knowledge management defined
• The meaning of knowledge
• Approaches to knowledge management
• Knowledge management issues
• Implementing knowledge management
• References
• 16 Competency-based HRM
• Introduction
• Competency defined
• Knowledge, skills and abilities (KSAs)
• Competency frameworks
• Developing a competency framework
• Approaches to using competencies
• Applications of competency-based HRM
• Keys to success in using competencies
• References
• PART V Organization
• 17 Organizational behaviour
• Introduction
• Organizational behaviour defined
• The sources and applications of organizational behaviour theory
• How organizations function
• Organizational culture
• Organizational climate
• Organizational processes
• Characteristics of people
• Implications for HR specialists
• References
• 18 Organization design
• Introduction
• Organization design theories
• Organization design guidelines
• Organizational choice
• The approach to organization design
• Successful organization design
• References
• 19 Work design
• Introduction
• Work design – a short history
• Work system design
• Approaches to work design
• The role of HR in work design
• References
• 20 Job design
• Introduction
• Job quality
• What is a good job?
• The practice of job design
• Principles of job design
• Approaches to job design
• Responsibility for job design
• Job crafting
• References
• 21 Organization development
• Introduction
• Organization development defined
• The nature of organization development
• The story of organization development
• Organization development strategy
• Organization development programmes
• Organizational diagnosis
• Conclusions on organization development
• References
• PART VI Factors affecting the behaviour of people at work
• 22 Motivation
• Introduction
• The meaning of motivation
• Reinforcement theory
• Content theory
• Process theory
• Intrinsic and extrinsic motivation
• Motivation and job satisfaction
• Motivation and financial incentives
• Conclusions on motivation theory
• Motivation strategies
• References
• 23 Commitment
• Introduction
• The meaning of organizational commitment
• Mutuality and commitment
• Commitment and performance
• The mutual gains perspective
• Commitment and engagement
• Factors affecting commitment
• Critical evaluation of the concept of commitment
• Developing a commitment strategy
• References
• 24 Employee engagement
• Introduction
• The meaning of employee engagement
• The theory of engagement
• The components of employee engagement
• Drivers of employee engagement
• Outcomes of engagement
• Engagement strategy
• Enhancing job engagement
• Enhancing organizational engagement
• Burnout
• Measuring engagement
• Critical evaluation of the concept of employee engagement
• References
• PART VII People resourcing
• 25 Resourcing strategy
• Introduction
• Strategic resourcing
• The nature of resourcing strategies
• Reference
• 26 Workforce planning
• Introduction
• Workforce planning defined
• The link between workforce and business/corporate planning
• Incidence of workforce planning
• Workforce planning issues
• Systematic workforce planning
• Approach to workforce planning
• References
• 27 Recruitment and selection
• Introduction
• The recruitment and selection process
• Defining requirements
• Attracting candidates
• Sourcing candidates
• Screening applications
• Selection methods
• Selection interviews
• Selection testing
• Assessment centres
• Making the decision
• Provisional offers and obtaining references
• Offering employment
• Following up
• Dealing with recruitment problems
• References
• 28 Talent management
• Introduction
• Talent management defined
• Talent management policy
• Talent management strategy
• The process of talent management
• The talent pool
• Talent planning
• Resourcing
• Identifying talent
• Talent development
• References
• PART VIII Employment practices
• 29 The employee experience
• Introduction
• The concept of the employee experience
• References
• 30 Managing employment
• Introduction
• Introduction to the organization
• Managing employee retention
• Employee turnover
• Redundancy
• Fire and rehire
• Dismissal
• Absence management
• Presenteeism
• References
• 31 Managing diversity and inclusion
• Introduction
• The meaning and significance of managing diversity and inclusion
• The rationale for managing diversity and inclusion
• How to manage diversity and inclusion
• References
• 32 Managing flexibility
• Introduction
• Forms of flexibility
• Flexible working
• Zero-hours contracts
• The role of HR
• References
• 33 Managing home and hybrid working
• Introduction
• Incidence of home and hybrid working
• Working from home: general considerations
• Employers
• Line managers
• Individual employees
• Managing home and hybrid working processes
• References
• PART IX Learning and development
• 34 The basis of learning and development
• Introduction
• Learning and development defined
• The basis of learning
• The elements of learning and development
• Formal and informal learning
• Connected learning
• The components of learning and development
• Relationships between L&D and other people management activities
• The ethical dimension
• The state of L&D
• References
• 35 Strategic learning and development
• Introduction
• Strategic learning and development
• Learning and development strategies
• Formulating and implementing L&D strategies
• Reference
• 36 Organizational learning and the learning organization
• Introduction
• Organizational learning
• The learning organization
• Comparison of the organizational learning and learning organization concepts
• References
• 37 Individual learning
• Introduction
• The characteristics of individual learning
• How people learn
• The 70:20:10 model
• Self-directed learning
• Learning to learn
• Personal development planning
• Continuing professional development
• References
• 38 The process of learning and development
• Introduction
• Identify learning needs
• Planning learning and development
• Implement
• Evaluate learning
• References
• 39 The practice of learning and development
• Introduction
• Workplace learning
• Social learning
• Digital learning
• Training
• Apprenticeships
• References
• 40 Leadership and management development
• Introduction
• Leadership and management development defined
• The nature of leadership and management
• Leadership development
• Management development
• Criteria for leadership and management development
• References
• PART X Performance management
• 41 The basis of performance management
• Introduction
• Performance management defined
• The purpose and aims of performance management
• The nature of performance management
• The impact of performance management
• Performance management – the ethical dimension
• Factors affecting the approach to managing performance
• Choice of approach to managing performance
• How managers can manage performance
• References
• 42 Performance management systems
• Introduction
• Features of a performance management system
• Performance and development planning
• Monitoring
• Reviewing
• 360-degree feedback
• The reality of performance management
• Performance management issues
• References
• 43 Performance leadership
• Introduction
• What ‘engaging managers’ do
• The concept of performance leadership
• Performance leadership skills
• Performance conversations
• Conclusion
• References
• PART XI Reward management
• 44 The basis of reward management
• Introduction
• Reward management defined
• The reward system
• Aims of reward management
• Reward drivers
• Values and beliefs
• Reward policy
• Financial rewards
• Non-financial rewards
• Total reward
• References
• 45 Reward strategy
• Introduction
• The content of reward strategy
• Formulating reward strategy
• Critical evaluation of the concept of reward strategy
• References
• 46 The practice of reward management
• Introduction
• Market pricing
• Job evaluation
• Base pay management
• Contingent pay
• Recognition schemes
• Employee benefits
• Administering reward management
• References
• 47 Managing reward for special groups
• Introduction
• Executive remuneration
• Reward management for sales and customer service staff
• Paying manual workers
• References
• 48 Reducing the gender pay gap
• Introduction
• Reasons for the gender pay gap
• Actions to reduce gender pay gaps
• Narrowing the gap at organizational level
• References
• PART XII Employment relations
• 49 The basis of employment relations
• Introduction
• The meaning of employment relations
• Approaches to employment relations
• Management style in employment relations
• Employment relations policies
• References
• 50 Employment relations strategy
• Introduction
• The nature of employment relations strategy
• Strategy for creating a constructive and positive employment relations climate
• Strategy for achieving mutual gains
• Partnership agreement strategy
• Strategy for building trust
• Employee voice strategy
• Trade union recognition strategy
• References
• 51 The employment relationship
• Introduction
• The nature of the employment relationship
• The basis of the employment relationship
• Labour process theory and the employment relationship
• Employment relationship contracts
• Managing the employment relationship
• Developing a climate of trust
• References
• 52 The psychological contract
• Introduction
• The psychological contract defined
• The significance of the psychological contract
• The psychological contract and the employment relationship
• How psychological contracts develop
• The problem with psychological contracts
• Developing and maintaining a positive psychological contract
• References
• 53 The practice of industrial relations
• Introduction
• Trade union membership
• Union recognition
• Collective bargaining
• Collective agreements
• Dispute resolution
• Informal employee relations processes
• References
• 54 Employee voice
• Introduction
• The need for employee voice
• Degrees of employee voice
• Direct voice
• Indirect voice
• Employees’ experience of voice
• References
• 55 Employee communications
• Introduction
• The importance of communications
• What should be communicated
• Approach to communications
• Communication channels
• Employee communication strategy
• References
• PART XIII Employee wellbeing
• 56 Principles and practice of employee wellbeing
• Introduction
• The basis of wellbeing
• The case for caring about wellbeing
• Factors affecting wellbeing
• Employee wellbeing strategy
• References
• 57 Health and safety
• Introduction
• Managing health and safety at work
• Health and safety policies
• Conducting risk assessments
• Health and safety audits
• Health and safety inspections
• Accident prevention
• Occupational health programmes
• Managing stress
• Measuring health and safety performance
• Communicating the need for better health and safety practices
• Health and safety training
• Organizing health and safety
• References
• PART XIV HR practices
• 58 HR policies
• Introduction
• Why have HR policies?
• Overall HR policy
• Specific HR policies
• Developing HR policies
• Implementing HR policies
• 59 HR procedures
• Introduction
• Capability procedure
• Disciplinary procedure
• Grievance procedure
• Redundancy procedure
• 60 Dealing with the legal aspects of employment
• Introduction
• Employment law provisions
• How is employment law enforced?
• HRM and employment law
• Dealing with Employment Tribunal claims and cases
• References
• PART XV International HRM
• 61 The basis of international HRM
• Introduction
• The international scene
• International HRM strategies
• Contextual factors
• Convergence and divergence
• References
• 62 The practice of international HRM
• Introduction
• HR in international subsidiaries
• Differences between international and domestic HRM
• Workforce planning
• Resourcing
• International talent management
• International performance management
• International reward management
• Multicultural working
• Role of the international HR function
• References
• 63 Managing expatriates
• Introduction
• Why use expatriates?
• The process of managing expatriates
• Resourcing policies
• Recruitment and selection policies
• Preparation policy
• Assimilation and support
• Career management
• Performance management
• Re-entry policies
• Pay and allowances policies
• References
• PART XVI People management skills and competencies
• 64 Strategic people management skills
• Introduction
• The strategic role of the HR professional
• The strategic business partner model
• The strategic skills required
• Reference
• 65 Business skills
• Introduction
• Business skills
• Financial skills
• Business models
• Business model innovation
• References
• 66 Dealing with business issues from an HR perspective
• Introduction
• Identify business issues
• Establish people factors
• Critically analyse relevant HR policy and practice
• Conduct or participate in research
• Analyse quantitative and qualitative information
• Draw conclusions
• Prepare and make the business case
• Reference
• 67 Problem-solving and decision-making skills
• Introduction
• Problem solving
• Decision making
• References
• 68 Analytical and critical skills
• Introduction
• Analytical skills
• Diagnostic skills
• Logical reasoning
• Critical thinking
• Critical evaluation
• Developing and justifying arguments
• A final word
• References
• 69 Research skills
• Introduction
• The nature of research
• Planning and conducting research programmes
• Research methodology
• Methods of collecting data
• Processes involved in research
• References
• 70 Statistical skills
• Introduction
• Frequency
• Measures of central tendency
• Measures of dispersion
• Correlation
• Regression
• Causality
• Tests of significance
• Testing hypotheses
• References
• 71 Selection interviewing skills
• Introduction
• Preparing for the interview
• Conducting a selection interview
• Types of interviews
• Selection interview questions
• Common interviewing mistakes
• Coming to a conclusion
• References
• 72 Job, role and skills analysis and competency modelling
• Introduction
• Definitions
• Job analysis
• Job descriptions
• Role analysis and role profiles
• Skills analysis
• Competency modelling
• References
• 73 Learning and development skills
• Introduction
• Coaching
• Mentoring
• Facilitating
• Job instruction
• References
• 74 Negotiating skills
• Introduction
• The process of negotiation
• Stages of negotiation
• Negotiating and bargaining skills
• Reference
• 75 Change management
• Introduction
• Change
• The process of change management
• The responsibility for change
• Guidelines for change management
• References
• 76 Influencing skills
• Introduction
• Persuading people
• Case presentation
• Making a business case
• Facilitating
• Coordinating discussions
• 77 Leadership
• Introduction
• The meaning of leadership
• Leadership theories
• What leaders do
• Leadership styles
• Types of leaders
• The qualities of a good leader
• Effective leadership
• References
• 78 Handling people problems
• Introduction
• Approach
• Disciplinary issues
• Absenteeism
• Handling poor timekeeping
• Handling negative behaviour
• Dealing with under-performance
• 79 Handling challenging conversations
• 80 Managing conflict
• Introduction
• Handling inter-group conflict
• Handling interpersonal conflict
• Resolving conflict between team members
• Reference
• 81 Political skills
• Introduction
• Typical political approaches
• Using political means to get things done
• Political sensitivity
• Dangers of politics
• Dealing with organizational politics
• Reference
• 82 Project management
• Introduction
• Project planning
• Setting up the project
• Controlling the project
• PART XVII Conclusion
• 83 Trends in HRM
• Introduction
• Overall trends
• Specific trends
• References
• CIPD profession map: Cross-references to text
• Author index
• Subject index
• Copyright