Contemporary human resource management : text
Third Edition CONTEMPORARY HUMAN RESOURCE MANAGEMENT Text and Cases Tom Redman Adrian Wilkinson F T Prentice Hall FINANCIAL TIMES An imprint of Pearson Education Harlow, England • London • New York • Boston • San Francisco • Toronto • Sydney • Singapore • Hong Kong Tokyo • Seoul«Taipei • New Delhi • Cape Town • Madrid • Mexico City • Amsterdam • Munich • Paris • Milan CONTENTS Case studies and exercises xiv Editors xvii Contributors xviii Acknowledgements xx Part 1 Fundamentals of Human Resource Management 1. 2. 3. Human Resource Management: a contemporary perspective 1 2 Tom Redman and Adrian Wilkinson Introduction The development of HRM ThenewHRM? The changing context of work Strategy and HRM Performance and HRM The changing role of HRM The book Bibliography 2 2 3 4 7 10 13 17 18 Human Resource Management and Organisational Performance: in search of the HR advantage 23 Nicholas Kinnie and Juani Swart Introduction Strategy and HRM HR and organisational performance: our approach and some background Human resource advantage Human capital advantage Organisational process advantage Conclusions and implications Case study 2.1 Case study 2.2 Case study 2.3 Bibliography 23 24 26 27 29 38 43 45 48 50 57 Recruitment 64 Anne McCormack and Dora Scholarios Introduction The external environment The organisation The job Pre-recruitment activities Recruitment methods 64 65 70 73 74 76 a Contents V I*. 5. 6. 7. The need for an applicant perspective Conclusions Case study 3.1 Case study 3.2 Bibliography 80 80 81 83 85 Selection 89 Dora Scholarios Introduction A brief overview of psychometric quality The 'what' and 'how' of selection Summary of trends What do organisations actually do? Explaining practice Conclusions and implications for HRM Case study 4.1 Case study 4.2 Case study 4.3 Bibliography 89 89 91 98 99 101 108 109 110 111 112 Training and Development 117 Irena Grugulis Introduction The case for training and development Training and development in the workplace Rethinking training and development Discussion and conclusions Case study 5.1 Case study 5.2 Case study 5.3 Bibliography 117 117 122 128 129 129 130 131 134 Reward Management ' 138 Mark W. Gilman Introduction Why pay systems vary Paying for performance: variable pay Pay for performance: how strategic is it? Discussion Case study 6.1 Case study 6.2 Bibliography 138 139 149 160 161 163 170 172 Performance Appraisal 175 Tom Redman Introduction Development of performance appraisal The practice of performance appraisal Recent developments in performance appraisal 175 177 177 181 Contents • 8. 9. Problems of performance appraisal Conclusions Case study 7.1 Bibliography 186 189 190 204 Industrial Relations 207 Nicolas Bacon Introduction Management approaches to industrial relations Why employees join unions The decline of joint regulation The implications of declining joint regulation Non-union workplaces Non-union employee representation Partnership with unions Union organising and new types of union representative Conclusions Case study 8.1 Bibliography 207 207 209 210 212 214 216 216 218 219 220 223 Line Managers 227 Douglas Renwick Introduction Developments in the literature General questions emerging Challenges arising Future research • Conclusions Case study 9.1 Case study 9.2 Bibliography 227 228 233 235 236 237 238 239 240 f 10. Organisational and Corporate Culture 263 Alistair Cheyne and John Loan-Clarke Introduction The concept of culture Organisational culture Categorisations of culture Assessing organisational culture Culture and organisational performance Organisational culture and human resource management Is culture change feasible? Conclusion Case study 10.1 Case study 10.2 Case study 10.3 Case study 10.4 Bibliography 243 243 244 246 250 252 253 261 262 263 263 263 264 270 Contents Part II Contemporary Themes and Issues 11. 12. 13. 16. International HRM 277 ,. 278 Geoffrey Wood, Leslie T. Szamosi and Alexandras Psychogios Introduction Thinking about international HRM: uniformity or diversity? International HRM in practice Conclusion Case study 11.1 Case study 11.2 Case study 11.3 Bibliography 278 278 285 291 291 293 294 295 Comparative Human Resource Management 299 Geoffrey Wood and David Collings Introduction Convergence or divergence in HRM systems Empirical ways of understanding diversity Conclusion Case study 12.1 Case study 12.2 Bibliography 299 301 308 309 310 311 313 Understanding and Managing Careers in Changing Contexts 317 Laurie Cohen and Amal El-Sawad Introduction An 'elastic' concept: diverse understandings of career Changing contexts of work and career Gender and ethnicity in career debates Career lenses and approaches Managing careers: implications for HR practice Conclusion Case study 13.1 Case study 13.2 Case study 13.3 Bibliography 317 318 319 323 325 329 332 333 334 336 338 ' Managing Diversity 363 Catherine Cassell Introduction The managing diversity context General principles Implementing diversity initiatives Global diversity management Do diversity initiatives deliver? Conclusions Case study 14.1 343 343 346 347 349 350 353 354 Contents • 15. 16. 17. Case study 14.2 Case study 14.3 Bibliography - 357 360 360 Work-Life Balance 366 Keith Townsend and Paula McDonald Introduction Is it work-life balance or something else? Why WLB is important to employers When the government gets involved Unions and WLB Finding the boundaries Conclusions Case study 15.1 Case study 15.2 Bibliography 364 364 365 370 372 373 373 374 375 377 Downsizing 381 Tom Redman and Adrian Wilkinson Introduction Downsizing: the reality of HRM? Methods of downsizing Alternatives to redundancy The redundancy process Conclusions: downsizing, rightsizing or dumbsizing? Case study 16.1 Case study 16.2 / Bibliography 381 381 384 386 389 394 396 398 401 Employee Participation 605 Tony Dundon and Adrian Wilkinson Introduction Defining participation The context for employee participation A framework for analysing employee participation Employee participation in practice The meanings and impact of participation Employee participation and the EU Conclusions Case study 17.1 Case study 17.2 Case study 17.3 Bibliography 18. ' 405 405 406 408 409 412 412 415 417 418 419 423 Knowledge Management and Human Resource Management 626 Donald Hislop Introduction 426 Contents Social context: the growing importance of knowledge Defining knowledge work Why worker motivation is key to achieving participation in knowledge management initiatives The organisational climate and workers' attitudes to knowledge management initiatives HRM practices to support knowledge management initiatives Case study 18.1 Case study 18.2 Bibliography 19. 20. 21. 427 427 429 431 431 440 444 447 Employment Ethics 451 Peter Ackers Introduction Ethical theories: enter the moral maze An employment ethics agenda Shaping an ethical workplace The history of ethical employment management The advent of HRM Conclusion: three fallacies of HRM ethics Case study 19.1 Case study 19.2 Bibliography 451 452 455 457 458 461 462 465 469 469 Emotion at Work 472 Philip Hancock and Melissa Tyler Introduction • The emotional turn: key concepts and issues Emotion in management theory and practice Critical perspectives on emotion Conclusions Case study 20.1 Case study 20.2 Case study 20.3 Bibliography 472 474 475 479 485 486 490 490 491 r Flexibility 695 Stephen Procter and Stephen Ackroyd Introduction: what do we mean by flexibility? Flexibility in historical perspective The flexible firm Patterns of flexibility Flexible specialisation The new flexible firm The high-surveillance firm and lean production Flexibility in the public services Conclusions . Case study 21.1 Bibliography 495 496 497 498 500 501 502 507 509 509 513 • Contents • 22. Workplace Bullying 517 Sara Branch, Sheryl Ramsay and Michelle Barker Introduction - How is workplace bullying defined? The importance of power and dependency in workplace bullying Identifying workplace bullying behaviours Reporting of frequency of workplace bullying behaviours and risk groups Impact on targets Impact on witnesses Impact on the organisation Antecedents of workplace bullying Prevention and management of workplace bullying Conclusion Case study 22.1 Case study 22.2 Case study 22.3 Bibliography 517 518 520 520 522 523 524 524 525 528 531 531 535 536 537 Index 562 Supporting resources Visit www.pearsoned.co.uk/redman to find valuable online resources Companion Website for students • Multiple choice questions to help test your learning • An online glossary to explain key terms For instructors • An Instructor's Manual containing teaching notes to case studies • PowerPoint slides that can be downloaded and used for presentations Also: The Companion Website provides the following features: . • Search tool to help locate specific items of content • E-mail results and profile tools to send results of quizzes to instructors • Online help and support to assist with website usage and troubleshooting 0 For more information please contact your local Pearson Education sales representative or visit www.pearsoned.co.uk/redman
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