Biographical notes
Preface
Preface to first edition
Preface to second edition
List of abbreviations
	Introduction
	1	Developing a strategy for human resources
		Alan Cowling
			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
		Alan Cowling
			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
		John Lane and Tanya Pyne
			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
		Anna Kyprianou and Jacqui Kasket
			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
		Allan Williams
			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
		Peter Critten
			6.1	Personal development: a historical perspective
			6.2	Principles underpinning personal development
			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
		Phil James
			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
		Brenda Barrett
			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
		Delia Goldring
			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
		Alan Cowling
			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
		Alan Cowling
			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
		Alan Cowling
			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
		Wendy Banfield
			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

..................Content has been hidden....................

You can't read the all page of ebook, please click here login for view all page.

Table of Contents for
Contents

Contents

Table of Contents for Contents

Create new playlist

Sign In

Sign Up

Contents

Table of Contents for
Contents