Table of contents for Contemporary human resource management : text and cases / [edited by] Tom Redman, Adrian Wilkinson.

Bibliographic record and links to related information available from the Library of Congress catalog.

Note: Contents data are machine generated based on pre-publication provided by the publisher. Contents may have variations from the printed book or be incomplete or contain other coding.


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Contents
List of Case studies and exercises	xiv
Editors 	xvii
Contributors	xviii
Acknowledgements	xx
I	Fundamentals of Human Resource Management	1
1	Human Resource Management: a contemporary perspective	2
Tom Redman and Adrian Wilkinson	2
Introduction	2
The development of HRM	2
The new HRM?	3
The changing context of work	4
Strategy and HRM	7
Performance and HRM	10
The changing role of HRM	13
The book	17
Bibliography	18
2	Human Resource Management and Organisational Performance: #n search of the HR advantage	23
Nick Kinnie and Juani Swart	23
Introduction	23
Strategy and HRM	24
HR and organisational performance: our approach and some background	26
Human resource advantage	27
Human capital advantage	29
Organisational process advantage	38
Conclusions and implications	43
Case study 2.1	45
Case study 2.2	48
Case study 2.3	50
Bibliography	57
3	Recruitment	64
Ann McCormack and Dora Scholarios	64
Introduction	64
The external environment	65
The organisation	70
The job	73
Pre-recruitment activities	74
Recruitment methods	76
The need for an applicant perspective	80
Conclusions	80
Case study 3.1	81
Case study 3.2	83
Bibliography	85
4	Selection	89	
Dora Scholarios	89
Introduction	89
A brief overview of psychometric quality	89
The 'what' and 'how' of selection	91
Summary of trends	98
What do organisations actually do?	99
Explaining practice	101
Conclusions and implications for HRM	108
Case study 4.1	109
Case study 4.2	110
Case study 4.3	111
Bibliography	112
5	Training and Development	117
Irena Grugulis	117
Introduction	117
The case for training and development	117
Training and development in the workplace	122
Rethinking training and development	128
Discussion and conclusions	129
Case study 5.1	129
Case study 5.2	130
Case study 5.3	131
Bibliography	134
6	Reward Management	138
Mark W. Gilman	138
Introduction	138
Why pay systems vary	139
Paying for performance: variable pay	149
Pay for performance: how strategic is it?	160
Discussion	161
Case study 6.1	163
Case study 6.2	170
Bibliography	172
7	Performance Appraisal	175
Tom Redman	175
Introduction	175
Development of performance appraisal	177
The practice of performance appraisal	177
Recent developments in performance appraisal	181
Problems of performance appraisal	186
Conclusions	189
Case study 7.1	190
Bibliography	204
8	Industrial Relations	207
Nicolas Bacon	207
Introduction	207
Management approaches to industrial relations	207
Why employees join unions	209
The decline of joint regulation	210
The implications of declining joint regulation	212
Non-union workplaces	214
Non-union employee representation	216
Partnership with unions	216
Union organising and new types of union representative	218
Conclusions	219
Case study 8.1	220
Bibliography	223
9	Line Managers	227
Douglas Renwick	227
Introduction	227
developments in the literature	228
General questions emerging	233
Challenges arising	225
Future research	236
Conclusions	237
Case study 9.1	238
Case study 9.2	239
Bibliography	240
10	Organisation and Corporate Culture	243
Alistair Cheyne and John Loan-Clarke	243
Introduction	243
The concept of culture	243
Organisational culture	244
Categorisations of culture	246
Assessing organisational culture	250
Culture and organisational performance	252
Organisational culture and human resource management	253
Is culture change feasible?	261
Conclusion	262
Case study 10.1	263
Case study 10.2	263
Case study 10.3	263
Case study 10.4	264
Bibliography	270
II	Contemporary Themes and Issues	217
11	International HRM	278
Geoffrey Wood, Leslie Szamosi and Alex Psychogios	278
Introduction	278
Thinking about international HRM: uniformity or diversity?	278
International HRM in practice	285
Conclusion	291
Case study 11.1	291
Case study 11.2	293
Case study 11.3	294
Bibliography	295
12	Comparative Human Resource Management	299
Geoffrey Wood and David Collings	299
Introduction	299
Convergence or divergence in HRM systems	301
Empirical ways of understanding diversity	308
Conclusion	309
Case study 12.1	310
Case study 12.2	311
Bibliography	313
13	Understanding and Managing Careers in Changing Contexts	317
Laurie Cohen and Amal El-Sawad	317
Introduction	317
An 'elastic' concept: diverse understandings of career	318
Changing contexts of work and career	319
Change and continuity in career form	321
Gender and ethnicity in career debates	323
Career lenses and approaches	325
More dynamic, less static approaches?	327
Holistic perspectives: new metaphors for thinking about career	328
Managing careers: implications for HR practice	329
Conclusion	332
Case study 13.1	333
Case study 13.2	334
Case study 3.3	336
Bibliography	338
14	Managing Diversity	343
Catherine Cassell	343
Introduction	343
The managing diversity context	343
General principles	346
Implementing diversity initiatives	347
Global diversity management	349
Do diversity initiatives deliver?	350
Conclusions	353
Case study 14.1	354
Case study 14.2	356
Case study 14.3	360
Bibliography	360
15	Work-Life Balance	364
Keith Townsend and Paula Macdonald	364
Introduction	364
Is it work-life balance or something elser?	364
Why WLB is important to employers	365
When the government gets involved	370
Unions and WLB	372
Finding the boundaries	373
Conclusions	373
Case study 15.1	374
Case study 15.2	375
Bibliography	377
16	Downsizing	381
Tom Redman and Adrian Wilkinson	381
Introduction	381
Downsizing: the reality of HRM?	381
Methods of downsizing	384
Alternatives to redundancy	386
The redundancy process	389
Conclusions: downsizing, rightsizing or dumbsizing?	394
Case study 16.1	396
Case study 16.2	398
Bibliography	401
17	Employee Participation	405
Tony Dundon and Adrian Wilkinson	405
Introduction	405
Defining participation	405
The context for employee participation	406
A framework for analysing employee participation	408
Employee participation in practice	409
The meanings and impact of participation	412
Employee participation and the EU	412
Conclusions	415
Case study 17.1	417
Case study 17.2	418
Case study 17.3	419
Bibliography	423
18	Knowledge Management and Human Resource Management	426
Donald Hislop	426
Introduction	426
Social context: the growing importance of knowledge	427
Defining knowledge work	427
Why worker participation is key to achieving participation in knowledge management initiatives	429
The organisational climate and workers' attitudes to knowledge management initiatives	431
HRM practices to support knowledge management initiatives	431
Case study 18.1	440
Case study 18.2	444
Bibliography	447
19	Employment Ethics	451
Peter Ackers	451
Introduction	451
Ethical theories: enter the moral maze	452
An employment ethics agenda	455
Shaping an ethical workplace	457
The history of ethical employment management	458
The advent of HRM	461
Conclusion: three fallacies of HRM ethics	462
Case study 19.1	465
Case study 19.2	469
Bibliography	469
20	Emotion at Work	472
Philip Hancock and Melissa Tyler	472
Introduction	472
The emotional turn: key concepts and issues	474
Emotion in management theory and practice	475
Critical perspectives on emotion	479
Conclusions	485
Case study 20.1	486
Case study 20.2	490
Case study 20.3	490
Bibliography	491
21	Flexibility	495
Stephen Procter and Stephen Ackroyd	495
Introduction: what do we mean by flexibility?	495
Flexibility in historical perspective	496
The flexible firm	497
Patterns of flexibility	498
Flexible specialisation	500
The new flexible firm	501
The high-surveillance firm and lean production	502
Flexibility in the public services	507
Conclusions	509
Case study 21.1	509
Bibliography	513
22	Workplace bullying	517
Sara Branch, Sheryl Ramsay and Michelle Barker	517
Introduction	517
How is workplace bullying defined?	518
The importance of power and dependency in workplace bullying	520
Identifying workplace bullying behaviours	520
Reporting of frequency of workplace bullying behaviours and risk groups	522
Impact on the target	523
Impact on witnesses	524
Impact on the organisation	524
Antecedents of workplace bullying	525
Prevention and management of workplace bullying	528
Conclusion	531
Case study 22.1	531
Case study 22.2	535
Bibliography	537
Index	542

Library of Congress Subject Headings for this publication:

Personnel management.
Personnel management -- Study and teaching.
Personnel management -- Case studies.