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by Chloe Mailer, Alan Cowling
Managing Human Resources, 3rd Edition
Cover
Halftitle
Title
Copyright
Contents
Biographical notes
Preface
Preface to first edition
Preface to second edition
List of abbreviations
Introduction
1 Developing a strategy for human resources
1.1 The nature of corporate strategy
1.2 Corporate strategy and human resource strategy
1.3 Structure and strategy
1.4 Variations on the basic models
1.5 Factors influencing the choice of organisation structure
1.6 Culture
1.7 Human resource planning
1.8 Human resource information
1.9 Putting the plan together
1.10 References
SECTION I MANAGING EMPLOYMENT
2 Recruitment and retention
2.1 Recruitment policy
2.2 The labour market
2.3 Employment costs and the recruitment process
2.4 Advertising for staff
2.5 Short-listing
2.6 ‘The psychological contract’
2.7 Retention
2.8 Measuring absenteeism
2.9 Controlling absenteeism and wastage
2.10 References
3 Selection methods
3.1 Introduction
3.2 Validity
3.3 Correlation
3.4 Measuring validity
3.5 Reliability
3.6 Improving criterion-related validity
3.7 Choosing performance criteria
3.8 Psychometric tests
3.9 Other kinds of test
3.10 Assessment centres
3.11 The interview
3.12 Choosing a selection method
3.13 References
SECTION II TRAINING AND EMPLOYMENT
4 Training: The essential ingredient
4.1 Training: the broader national perspective
4.2 Training and industry
4.3 Making the case for training: benefits for the employer and the individual
4.4 Towards a definition of training
4.5 Training and learning
4.6 A systematic training approach
4.7 Identifying training needs: the assessment phase
4.8 Setting training objectives: the planning phase
4.9 Selecting training design and methods: the design phase
4.10 Conducting the training: the implementation phase
4.11 Evaluating training outcomes
4.12 Conclusions
4.13 References
5 Culture, organisation development and change
5.1 Main influences on OD
5.2 OD interventions and technology
5.3 Effective use of OD resources
5.4 References
6 From personal to professional development: Creating space for growth
6.1 Personal development: a historical perspective
6.2 Principles underpinning personal developmentContents
6.3 Translating principles into practice
6.4 Professional development – a historical perspective
6.5 Principles underpinning professional development
6.6 Translating principles into practice
6.7 Conclusions
6.8 References
SECTION III EMPLOYEE RELATIONS: THE LEGAL FRAMEWORK OF EMPLOYMENT AND EQUAL OPPORTUNITIES
7 Employee relations
7.1 Introduction
7.2 Managing employee relations
7.3 Collective bargaining structure
7.4 The conduct of bargaining
7.5 Assessment of employee relations
7.6 Future developments in employee relations
7.7 References
8 The legal framework of employment
8.1 The legal system in Britain
8.2 Individual employment law
8.3 Statutory protection
8.4 Statutory protection at dismissal
8.5 Trade unions, collective agreements and trade disputes
8.6 Worker involvement
8.7 Liability for strikes
8.8 Conclusions
8.9 Further Reading
9 Equal opportunities
9.1 Introduction
9.2 The legal framework and regulatory bodies
9.3 Diversity or equal opportunity?
9.4 Equal opportunities policies
9.5 The future of equal opportunities
9.6 References
9.7 Further reading
SECTION IV REWARD MANAGEMENT AND THE MANAGEMENT OF PERFORMANCE
10 Motivation and rewards
10.1 Introduction
10.2 Motivation
10.3 Two-factor theory
10.4 Expectancy theory
10.5 Goal-setting theory
10.6 Creating a motivating environment
10.7 References
11 Pay policy, pay processes, and the management of rewards
11.1 Introduction
11.2 Market forces
11.3 Pay surveys
11.4 Job evaluation and internal equity
11.5 Traditional approaches to job evaluation
11.6 Modern forms of job evaluation
11.7 Introducing and maintaining job evaluation
11.8 Criticisms of job evaluation
11.9 Payment by results
11.10 Gainsharing
11.11 Salary structures
11.12 Merit awards
11.13 Team working
11.14 Employee benefits
11.15 References
12 Appraising and rewarding performance
12.1 Appraisal
12.2 Behaviour scales
12.3 Multiple rating in appraisal
12.4 Performance management
12.5 Pay for skills
12.6 Competency-based pay
12.7 References
SECTION V INTERNATIONAL HUMAN RESOURCE MANAGEMENT
13 International human resource management
13.1 Importance of international HRM
13.2 Staffing the international organisation
13.3 Structures of international organisations
13.4 National cultures
13.5 Business values and ethics
13.6 Culture: language and non-verbal communication
13.7 Labour market issues
13.8 Expatriate rewards
13.9 Employee relations
13.10 Intercultural negotiations
13.11 References
Index
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