Efnisyfirlit

• Title page
• Imprint page
• Table of Contents
• Section A: Introduction
• Chapter 1: People as a valued resource
• 1.1 Introduction
• 1.2 The role of people in organisations
• 1.3 The work environment of people – the organisation
• 1.4 Indicators of success
• 1.5 Role of managers and HRM
• 1.6 Book outline
• 1.7 Summary
• References
• Chapter 2: A stakeholder approach to human resource management in South Africa
• 2.1 Introduction
• 2.2 A brief history of labour relations and HRM in South Africa
• 2.3 The South African macro environment
• 2.4 Stakeholder theory
• 2.5 Stakeholder engagement and societal corporatism
• 2.6 Stakeholders in the South African HRM and labour relations environment
• 2.7 Summary
• References
• Section B: The organisational context
• Chapter 3: Leading the organisation
• 3.1 Introduction
• 3.2 Responsible strategic leadership
• 3.3 The challenges of responsible strategic leadership
• 3.4 Strategic leaders and strategic leadership
• 3.5 Directors and executive managers as the strategic leaders of organisations
• 3.6 The activities of strategic leadership
• 3.7 Strategic leadership and HRM
• 3.8 Summary
• References
• Chapter 4: Human resource planning
• 4.1 Introduction
• 4.2 Organisational and HR strategy
• 4.3 Human resource planning
• 4.4 HR planning activities
• 4.5 Organisation and job design
• 4.6 Job analysis
• 4.7 Summary
• References
• Chapter 5: Organisational growth and change
• 5.1 Introduction
• 5.2 The growth of an organisation
• 5.3 The nature of change in a VUCA world
• 5.4 Managing a change initiative
• 5.5 Organisational culture and change
• 5.6 Resource-based theory and dynamic capability
• 5.7 Summary
• References
• Appendix 5A Change checklist for the change agent
• Chapter 6: Organisation performance management
• 6.1 Introduction
• 6.2 Organisation performance management activities
• 6.3 Summary
• References
• Chapter 7: Compensation and reward systems
• 7.1 Introduction
• 7.2 Compensation objectives in an organisation
• 7.3 Pay and motivation
• 7.4 Developing a pay system
• 7.5 Benefits
• 7.6 Incentives
• 7.7 Legal considerations
• 7.8 Other considerations
• 7.9 Summary
• References
• Chapter 8: Labour relations systems
• 8.1 Introduction
• 8.2 Dealing with grievances
• 8.3 Discipline and dismissals
• 8.4 Unfair labour practices (section 186(2))
• 8.5 Industrial action (Chapter 4 of the LRA)
• 8.6 Dispute resolution (Chapter 7, Part C of the LRA)
• 8.7 Summary
• References
• Appendix 8A Grievance procedure
• Appendix 8B Disciplinary code and procedure
• Appendix 8C Personnel record: Disciplinary details
• Section C: Managing individual behaviour
• Chapter 9: The uniqueness of an individual
• 9.1 Introduction
• 9.2 The personality of an employee
• 9.3 Attitudes and values
• 9.4 Emotional and mood differences at work
• 9.5 Motivational needs
• 9.6 Individual strengths
• 9.7 Multiple intelligence
• 9.8 Abilities, skills and competencies
• 9.9 The psychological contract
• 9.10 Summary
• References
• Chapter 10: Individual behavioural dynamics
• 10.1 Introduction
• 10.2 Select for fit
• 10.3 Induct
• 10.4 Ensure wellbeing
• 10.5 Motivate
• 10.6 Manage perceptions
• 10.7 Manage conflict and build trust
• 10.8 Facilitate learning and change
• 10.9 Enable problem solving
• 10.10 Promote creativity and innovation
• 10.11 Summary
• References
• Chapter 11: Staffing an organisation
• 11.1 Introduction
• 11.2 Recruitment
• 11.3 Selection
• 11.4 Summary
• References
• Appendix 11A Conducting effective interviews
• Chapter 12: Leadership of people
• 12.1 Introduction
• 12.2 Recognising a leader
• 12.3 The context of leadership
• 12.4 How to lead
• 12.5 Leadership capabilities and competencies
• 12.6 Developing leadership
• 12.7 Summary
• References
• Chapter 13: Performance management and development
• 13.1 Introduction
• 13.2 Performance management
• 13.3 The performance management process
• 13.4 Managing poor performance
• 13.5 Managing absenteeism, alcoholism and HIV/AIDS in the workplace
• 13.6 Training and development
• 13.7 Summary
• References
• Chapter 14: Employee wellbeing
• 14.1 Introduction
• 14.2 Global challenges and responses
• 14.3 Health, wellbeing and wellness
• 14.4 Promoting employee wellbeing in organisations
• 14.5 Facets of wellness at work
• 14.6 Management practices and wellbeing
• 14.7 Office design
• 14.8 Summary
• References
• Section D: Managing work relationships
• Chapter 15: Managing teams
• 15.1 Introduction
• 15.2 The nature of groups
• 15.3 Fundamentals of group functioning
• 15.4 Influences on group dynamics
• 15.5 Group dynamics
• 15.6 Teams in organisations
• 15.7 Virtual teams
• 15.8 Dimensions of team effectiveness
• 15.9 Summary
• References
• Chapter 16: Managing diversity
• 16.1 Introduction
• 16.2 Understanding diversity
• 16.3 The South African context
• 16.4 South African legislation promoting a diverse workplace: the legal case
• 16.5 The business case for diversity and its effective management
• 16.6 Managing diversity
• 16.7 Summary
• References
• Chapter 17: International human resource management
• 17.1 Introduction
• 17.2 International HRM as a strategic approach
• 17.3 Compliance with laws and regulations
• 17.4 Strategic positioning of international HRM
• 17.5 HRM and cross-cultural management
• 17.6 Cultural differences
• 17.7 Summary
• References
• Section E: Conclusion
• Chapter 18: Conclusion
• 18.1 Introduction
• 18.2 The organisational context
• 18.3 Managing the individual
• 18.4 Managing workplace relationships
• 18.5 Future competencies
• Section F: Case studies
• Introduction
• WW MEDIA case study
• Document 1: Job description, specification and profile for the post of office administrator
• Document 2: A selection grid
• Document 3: Key interview questions
• Surance Brokers case study
• Spotless case study
• Phumla’s Manufacturing case study
• Jonny Jae case study
• The Friendly Café case study
• Active Enterprises case study
• Global Adventures and Hospitality (GA&H) case study
• TreadLine Haulage
• isiZulu Craft Traders Incorporated
• Appendix A: South African labour legislation
• 1 Introduction
• 2 The common law and the individual contract of employment
• 3 Statutory law
• 4 Summary
• References
• Appendix B: Templates and forms
• Index
• A
• B
• C
• D
• E
• F
• G
• H
• I
• J
• K
• L
• M
• N
• O
• P
• Q
• R
• S
• T
• U
• V
• W
• X
• Y