Efnisyfirlit

• Contents
• List of figures
• List of tables
• About the editors
• About the authors
• Preface and acknowledgements
• Tour of the book
• Skills development
• 1 Introducing human resource management
• Evolution of HRM
• HRM today
• Strategic HRM
• HRM in a business context
• Key characteristics of HRM
• HRM policies and practices
• Linking HR practices to organizational outcomes
• Structure and role of the HR function
• Theoretical basis of HRM
• 2 Corporate social responsibility, sustainability and HRM
• What is corporate social responsibility?
• Which CSR issues should firms address?
• The controversy over CSR
• Sustainable and green HRM
• The case against CSR
• A role for regulation?
• 3 Workforce planning and talent management
• Workforce planning
• The human resource planning cycle
• From workforce planning to talent management
• What exactly is talent management?
• Employee turnover and exit management
• 4 Talent acquisition
• Strategic recruitment and selection
• The recruitment process
• Shortlisting stage
• Making the selection decision
• Range of employee selection methods
• Employment legislation and the selection process
• Making the final selection decision
• Digitalization of recruitment and selection
• 5 Managing performance at work
• Enhancing performance through performance management
• Enhancing engagement through performance management
• Performance management schemes used in organizations
• The link between performance management and reward
• Performance management pitfalls
• Overcoming performance management pitfalls
• How to manage underperformance
• 6 Managing rewards
• Reward system objectives
• The reward package
• Pay secrecy
• Gender and ethnicity pay gaps
• Determining the relative value of jobs
• Internal alignment
• Environmental factors
• External comparisons
• Pay as a motivator
• 7 Learning and talent development
• Key concepts in learning and development
• How do people learn?
• Common models of learning and development in organizations
• Exploring the stages of the ADDIE model
• Talent development processes
• 8 Managing the employment relationship
• The nature of the employment relationship
• Theoretical perspectives
• Actors in the employment relationship
• Employment rights
• The Global Economic Crisis
• Precarious jobs
• Employee participation and voice
• Digitalization and the employment relationship
• The nature of conflict and its resolution
• 9 Equality, diversity and inclusion at work
• Key concepts: diversity and inclusion
• Challenges of a diverse workforce
• Inequality, exclusion and discrimination in the workplace and beyond
• Social and work inclusion
• Fostering inclusion and combatting inequality: the macro level
• The positive discrimination/positive action debates
• HRM, the workplace and inclusion
• 10 Managing careers
• What is a career?
• Traditional versus contemporary career perspectives
• Contemporary careers
• Graduate careers
• Responsibility for managing careers
• Career anchor theory
• Role of the HRM function
• 11 Employee well-being, health and safety at work
• Employee well-being
• Who are the key stakeholders?
• Why accidents occur
• Human factors and health and safety
• Well-being, health, safety and HRM
• Health and safety legislative considerations
• 12 The future of work
• Drivers of the future of work
• New ways of working
• How technology is changing work
• The division of labour: human–machine collaboration
• Future skills
• The need for job redesign
• Theory on the future of work
• Sustainable work futures
• 13 International human resource management
• International human resource management
• Globalization and IHRM
• Managing employees on international assignments
• Expatriate failure
• 14 People analytics
• Defining people analytics
• The role of people analytics in strategic organizational decision-making
• Uses of data in people analytics
• A people analytics project procedure
• Measurement and tools
• Evidence-based decision-making: analytics in tandem with interventions
• Index