Format:
1 online resource (529 pages)
Edition:
3rd ed.
ISBN:
9780415622264
,
9781135017903
Content:
This new edition has been fully revised and updated to include: the proliferation of technology in recruitment and HRM; the change of emphasis from 'recruitment/selection' to 'talent management'; and recent legal developments. The book remains accessible to students new to the subject area and combines clear explanations with illuminating case studies
Note:
Cover -- An Introduction to Human Resource Management -- Title Page -- Copyright Page -- Table of Contents -- List of illustrations -- Preface to the third edition -- Visual tour of An Introduction to Human Resource Management -- 1 Introduction -- Introduction -- The economic and business context -- Origins of human resource management -- The role of human resources today -- Best practice or best fit? -- Current concepts in human resourcing -- 2 Recruitment, employer branding and employer of choice -- Introduction -- Employer branding -- Difficulties with employer branding -- Identifying talent -- Drafting a recruitment policy -- Does a vacancy exist? -- Defining the details of the vacancy -- Attracting the applicants -- Integrated approach to recruitment -- Who carries out the recruitment and selection processes? -- 3 Selection -- Introduction -- Talent management -- Short-listing -- Selection testing -- Activity 3.1 -- Activity 3.2 -- Interviewing the candidates -- Assessment centres -- Choosing the successful candidate -- Technology in selection -- Using a variety of approaches -- Obtaining references -- Offering the position -- Evaluating the selection process -- 4 Relationships with employees -- Introduction -- Workplace negotiating -- Activity 4.1 -- Involvement and participation -- Employee engagement -- Dealing with individual sources of conflict - grievance, discipline and dismissal -- Redundancy and its implications -- Activity 4.2 -- Activity 4.3 -- 5 Performance management -- Introduction -- The purpose of performance management -- What should the process be called? -- Stages in the performance management framework -- Operational issues -- Activity 5.1 -- Conclusion -- Extended activity/case study - balanced scorecard -- 6 Rewarding employees -- Introduction -- Strategic elements of reward -- Activity 6.1.
,
Component parts of the reward package -- Designing basic pay structures -- Paying for performance -- Using technology in reward -- 7 Flexible working -- Introduction -- Flexible working practices -- The flexible firm -- Temporal flexibility -- Activity 7.1. -- Numerical flexibility -- Geographical flexibility -- Activity 7.2 -- Activity 7.3 -- Occupational flexibility -- Policies that support flexibility -- Summing up flexibility -- Talent management -- Technology and flexibility -- 8 Learning and talent development: theory and practice -- Introduction -- How people learn -- Talent management -- Tailored approach to learning -- Training aims and objectives -- Specialist learning and talent programmes and initiatives -- Activity 8.1 -- National government and non- governmental schemes and initiatives -- Legal considerations in learning and development activities -- The role and responsibilities of learning and talent development practitioners -- Is the role changing? -- 9 Equal opportunities and managing diversity -- Introduction -- The business case for equal opportunities -- Equal opportunities legislation -- Discrimination as it applies to specific groups -- Regulating equality and human rights -- Remedies for the employee -- Approaches to equal opportunities policy -- Implications for equal opportunities (EO) practice -- Criticism of the equality industry -- 10 Health, safety and employee well-being -- Introduction -- Legal interventions -- Enforcing the law -- Risk assessment -- Welfare issues and policies -- Challenges to management and the role of human resources -- Activity 10.1 -- 11 An international perspective -- Introduction -- National culture - Hofstede's studies -- Globe study - culture and leadership effectiveness -- Convergence and divergence -- Global comparisons -- HRM models and international strategies for overseas subsidiaries
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Labour standards and social responsibility -- 12 Human resource planning -- Introduction -- Reasons for lack of planning -- Purpose of human resource planning -- Planning for specific purposes -- Carrying out human resource planning -- Producing the human resource plan -- Technology -- Conclusion -- Subject index -- Author index
Additional Edition:
Print version Stredwick, John An Introduction to Human Resource Management Oxford : Taylor & Francis Group,c2013 ISBN 9780415622264
Language:
English
Keywords:
Electronic books
URL:
FULL
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