book

Managing Human Resources, 3rd Edition

by Alan Cowling, Chloe Mailer

June 2013

Intermediate to advanced

288 pages

10h 40m

English

Routledge

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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 strategy1.2 Corporate strategy and human resource strategy1.3 Structure and strategy1.4 Variations on the basic models1.5 Factors influencing the choice of organisation structure1.6 Culture1.7 Human resource planning1.8 Human resource information1.9 Putting the plan together1.10 References
SECTION I MANAGING EMPLOYMENT
2 Recruitment and retention
2.1 Recruitment policy2.2 The labour market2.3 Employment costs and the recruitment process2.4 Advertising for staff2.5 Short-listing2.6 ‘The psychological contract’2.7 Retention2.8 Measuring absenteeism2.9 Controlling absenteeism and wastage2.10 References
3 Selection methods
3.1 Introduction3.2 Validity3.3 Correlation3.4 Measuring validity3.5 Reliability3.6 Improving criterion-related validity3.7 Choosing performance criteria3.8 Psychometric tests3.9 Other kinds of test3.10 Assessment centres3.11 The interview3.12 Choosing a selection method3.13 References
SECTION II TRAINING AND EMPLOYMENT
4 Training: The essential ingredient
4.1 Training: the broader national perspective4.2 Training and industry4.3 Making the case for training: benefits for the employer and the individual4.4 Towards a definition of training4.5 Training and learning4.6 A systematic training approach4.7 Identifying training needs: the assessment phase4.8 Setting training objectives: the planning phase4.9 Selecting training design and methods: the design phase4.10 Conducting the training: the implementation phase4.11 Evaluating training outcomes4.12 Conclusions4.13 References
5 Culture, organisation development and change
5.1 Main influences on OD5.2 OD interventions and technology5.3 Effective use of OD resources5.4 References
6 From personal to professional development: Creating space for growth
6.1 Personal development: a historical perspective6.2 Principles underpinning personal developmentContents 6.3 Translating principles into practice6.4 Professional development – a historical perspective6.5 Principles underpinning professional development6.6 Translating principles into practice6.7 Conclusions6.8 References
SECTION III EMPLOYEE RELATIONS: THE LEGAL FRAMEWORK OF EMPLOYMENT AND EQUAL OPPORTUNITIES
7 Employee relations
7.1 Introduction7.2 Managing employee relations7.3 Collective bargaining structure7.4 The conduct of bargaining7.5 Assessment of employee relations7.6 Future developments in employee relations7.7 References
8 The legal framework of employment
8.1 The legal system in Britain8.2 Individual employment law8.3 Statutory protection8.4 Statutory protection at dismissal8.5 Trade unions, collective agreements and trade disputes8.6 Worker involvement8.7 Liability for strikes8.8 Conclusions8.9 Further Reading
9 Equal opportunities
9.1 Introduction9.2 The legal framework and regulatory bodies9.3 Diversity or equal opportunity?9.4 Equal opportunities policies9.5 The future of equal opportunities9.6 References9.7 Further reading
SECTION IV REWARD MANAGEMENT AND THE MANAGEMENT OF PERFORMANCE
10 Motivation and rewards
10.1 Introduction10.2 Motivation10.3 Two-factor theory10.4 Expectancy theory10.5 Goal-setting theory10.6 Creating a motivating environment10.7 References
11 Pay policy, pay processes, and the management of rewards
11.1 Introduction11.2 Market forces11.3 Pay surveys11.4 Job evaluation and internal equity11.5 Traditional approaches to job evaluation11.6 Modern forms of job evaluation11.7 Introducing and maintaining job evaluation11.8 Criticisms of job evaluation11.9 Payment by results11.10 Gainsharing11.11 Salary structures11.12 Merit awards11.13 Team working11.14 Employee benefits11.15 References
12 Appraising and rewarding performance
12.1 Appraisal12.2 Behaviour scales12.3 Multiple rating in appraisal12.4 Performance management12.5 Pay for skills12.6 Competency-based pay12.7 References
SECTION V INTERNATIONAL HUMAN RESOURCE MANAGEMENT
13 International human resource management
13.1 Importance of international HRM13.2 Staffing the international organisation13.3 Structures of international organisations13.4 National cultures13.5 Business values and ethics13.6 Culture: language and non-verbal communication13.7 Labour market issues13.8 Expatriate rewards13.9 Employee relations13.10 Intercultural negotiations13.11 References
Index

Content preview from Managing Human Resources, 3rd Edition

SECTION IV

REWARD MANAGEMENT AND THE MANAGEMENT OF PERFORMANCE

Introduction

High all-round performance is the goal. This will only be delivered by staff who are positively motivated and have a high level of commitment to what they are doing. Effective human resource management aims to bring about high levels of commitment, by means of policies and practices which motivate, and the intelligent management of rewards.

The terms which have been used in the past to describe and execute this process have possessed a negative connotation. In Britain the terms ‘wages’ and ‘salaries’ have been, and still frequently are, used to describe reward processes, and are a hangover from the days of class discrimination when blue collar manual workers earned wages, ...

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