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• Cover
• International Business
• Pearson
• Title
• copyright
• Brief Contents
• contents
• Guided Tour
• Preface
• Publisher’s Acknowledgements
• Part 1 Human resource management in the modern world
• 1 The nature of human resource management
• Defining human resource management
• The evolution of modern HRM
• HRM and the achievement of organisational effectiveness
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• 2 The global context for human resource management
• Defining globalisation
• The causes of globalisation
• The impact of globalisation
• Conclusions
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• 3 HRM around the world
• Global HRM: similarities
• Global HRM: differences
• Explaining global diversity in HRM practice
• Is greater divergence a possibility?
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• 4 Strategic human resource management
• Strategic HRM
• The relationship between business strategy and HR strategy
• Theoretical perspectives of strategic HRM
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• Web link
• References
• 5 Workforce planning, analytics and AI
• The contribution and feasibility of workforce planning
• The scope of workforce planning
• Analysing the environment
• Forecasting future HR needs
• Analysing the current situation and projecting forward
• Reconciliation, decisions and plans
• Workforce analytics and AI (artificial intelligence)
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• 6 Employability: the basic skills
• 6.a. Being effective with people
• Summary propositions
• General discussion topics
• Putting it into practice
• 6.b. Using and interpreting basic analytics
• Summary propositions
• General discussion topics
• Putting it into practice
• 6.c. Effective writing
• Summary propositions
• General discussion topics
• Putting it into practice
• 6.d. Presentation
• Summary propositions
• General discussion topics
• Putting it into practice
• Further reading
• References
• Part 2 Resourcing: getting people in the right places to do the right things
• 7 Organisational agility and flexibility
• Organisation design
• Organisation structures
• Employer flexibility
• Employee flexibility
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• 8 Recruitment
• Determining requirements
• Rational versus processual approaches to recruitment
• Internal recruitment
• External recruitment
• Recruitment advertising
• Evaluation of recruitment activity
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• 9 Selection methods and decisions
• Rational versus processual approaches to selection
• Selection criteria
• Shortlisting
• Selection methods
• Advanced methods of selection
• Final selection decision making
• Validation of selection procedures
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• 10 Employability: skills in resourcing
• 10.a. Determining the vacancy
• Summary propositions
• Putting it into practice
• 10.b. Job and competency analysis
• Summary propositions
• Putting it into practice
• 10.c. The selection interview
• Summary propositions
• General discussion topics
• Putting it into practice
• Further reading
• Reference
• Part 3 Performance: success through individual and collective achievement
• 11 Employee performance management
• Performance management or performance appraisal?
• Theoretical bases of performance management
• Performance management across national contexts
• Stages in a performance management system
• Performance management: does it improve performance?
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• 12 Leadership
• Leadership and management
• What are the traits of (effective) leaders?
• What is the ‘best way to lead’? Leadership styles and behaviours
• Do leaders need different styles for different situations?
• Transformational leadership: do we really need heroes?
• Followership
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• 13 Managing attendance and absence
• The national context
• Impact on the organisation
• Process and causes of absence and attendance
• Managing for appropriate attendance
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• 14 Engagement and retention
• Defining engagement
• The benefits of employee engagement
• Employee retention
• The impact of labour turnover
• Analysing labour turnover
• Engagement and retention strategies
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• 15 Employability: skills in performance
• 15.a. The appraisal interview
• Summary propositions
• General discussion topics
• Putting it into practice
• 15.b. Designing questionnaires
• Putting it into practice
• Further reading
• References
• Part 4 Development
• 16 Organisational change and development
• The nature of change and the role of planned change
• How can organisations be responsive to change?
• Addressing the employee experience of change
• Reconceptualising change
• Organisational development as a specific approach to change
• The evolution and future of OD
• Summary of the HR role in change
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• 17 The context of employee learning and development
• The UK national picture and strategy
• UK skills policy and framework
• The learning context
• Summary propositions
• General discussion topics
• Case study
• Further reading
• References
• 18 Learning and development
• Identifying learning and development needs
• Methods of learning and development: Part 1
• Methods of learning and development: Part 2 Focus on digital learning technologies
• Evaluation of training and development
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• 19 Talent and career development
• What is talent?
• Identification of talent
• Strategic talent and career development
• Promotion and succession planning
• Developing talent and careers
• How organisations evaluate talent management
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• 20 Employability: skills in learning and development
• 20.a. Teaching and learning
• Summary propositions
• Putting it into practice
• 20.b. Coaching
• Summary propositions
• General discussion topics
• Putting it into practice
• Further reading
• References
• Part 5 Employee relations
• 21 Employee voice
• Terminology
• Information sharing
• Team briefing
• Quality circles
• Attitude surveys
• Suggestion schemes
• Consultation
• Co-determination
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• 22 The legal framework of work
• A regulatory revolution
• The contract of employment
• Discrimination law
• Unfair dismissal law
• Health and safety law
• Family-friendly employment law
• Is employment law a benefit or a burden for businesses?
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• Legal cases
• 23 Diversity and inclusion
• How ‘equal’ is the workforce?
• Different approaches to equality
• Implications for organisations
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• 24 Employability: skills in employee relations
• 24.a. Mediation
• Summary propositions
• General discussion topics
• 24.b. The disciplinary or grievance interview
• Summary propositions
• General discussion topics
• Putting it into practice
• Further reading
• References
• Part 6 Reward: the contract for payment
• 25 Total reward and setting pay
• Introducing reward management
• Total reward
• The elements of payment
• Setting base pay
• The importance of equity
• Regulatory restrictions
• Minimum wages
• Equal pay law
• Unlawful deductions
• International diversity in reward management
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• 26 Incentives
• Basic choices
• The extent to which incentives are paid
• Payment by results (PBR) schemes
• Performance-related pay (PRP)
• Skills-based pay
• Profit sharing
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• 27 Pensions and benefits
• Pensions
• Occupational pensionsand HRM
• Sick pay
• Company cars
• Flexible benefits
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• 28 Employability: skills in reward
• 28.a. Negotiation
• Summary propositions
• General discussion topics
• Putting it into practice
• 28.b. How to reward employees working overseas for the dislocation of their domestic and social arrangements
• Summary propositions
• General discussion topics
• Putting it into practice
• Further reading
• Part 7 Contemporary issues
• 29 HRM and business ethics
• What do we mean by ethics?
• Early management concern with ethics
• Business ethics today
• Ethics and HRM
• Ethics across national boundaries
• Some current and developing ethical dilemmas
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• 30 Managing the human resource function
• The HR function: purpose, roles and competencies
• Structure of the HR function
• HR strategic contribution
• HR delivery approaches
• HR shared services
• Outsourcing HR
• The role of line managers in HR
• Critique of the changes in the HR function
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• 31 HR in small and medium-sized enterprises
• Introduction
• What do we know about working in SMEs?
• The SME context
• How strategic is HR in SMEs?
• What does this mean for HR practice in SMEs?
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• 32 Health and well-being
• The nature of health and well-being
• Health and well-being initiatives
• ‘Good work’ and well-being: job design and job quality
• The business case for health and well-being
• Criticisms of health and well-being initiatives
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• 33 Managing the international workforce
• Structuring international organisations
• Managing expatriates
• HRM issues in international organisations
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• 34 The future of work
• Long-term labour market trends
• Technology and jobs
• Conclusions
• Summary propositions
• General discussion topics
• Theory into practice
• Further reading
• References
• 35 Advanced HR skills
• 35.a. Chairing meetings
• Summary propositions
• Putting it into practice
• 35.b. Presentation at tribunal
• Putting it into practice
• 35.c. Dealing with bullying and harassment at work
• Summary propositions
• General discussion topics
• Putting it into practice
• 35.d. Using consultants
• Summary propositions
• General discussion topics
• References and Further reading
• Index