Human Resource Management
Námskeið
- VIÐ102F Mannauðstjórnun.
Ensk lýsing:
“This is a highly engaging text on the theory and practice of HRM that is strongly recommended to both students and professionals. ” Dr Aikaterini Koskina, UG Course Director for HRM, Keele University For three decades, this text has been the leading introduction to HRM for students at all levels, including those on CIPD-accredited courses. Comprehensive yet accessible, Human Resource Management covers all major areas of the field and is renowned for its readable and engaging style.
This tenth edition has been thoroughly updated with the economic, social and legal employment practice changes and is specifically designed to be relevant to the issues and debates facing HRM today. Its key features include: A new chapter on ‘HRM around the world’ and technological advances in relation to HRM such as use of analytics and big data New topics on asynchronous recruitment, agile organisations, dynamic capability and HR planning ‘Theory into Practice’ and ‘Window on Practice’ that enable students to understand and apply HRM concepts through practical examples Activities and discussion boxes that encourage critical thinking and understanding A new chapter on advanced skills, and emphasis on employability of skills extends the useful and varied skills section About the authors Derek Torrington is Emeritus Professor of Management, University of Manchester.
Laura Hall is now a freelance academic and has carried out work for a wide range of bodies, including the CIPD. Stephen Taylor is a senior lecturer in HRM at the University of Exeter Business School, and a Chief Examiner for the CIPD. Carol Atkinson is Professor of HRM, and Director of the Centre for People and Performance, at Manchester Metropolitan University Business School, and a member of the CIPD Manchester Branch Committee.
Lýsing:
“It is well written and students find a clarity that is missing from some other texts. It is balanced and avoids the mistake of accepting wholesale underlying assumptions about the employment relationship that some HRM books do” Dr Alan Roe, Leeds University Business School Praised for its comprehensive scope of topics, coverage of important HRM issues and succinctness, Human Resource Management helps those aspiring to or working in HR or management roles.
This eleventh edition has been thoroughly updated with the economic, social and legal employment practice changes and is specifically designed to cover the issues and debates facing HRM today, backed up by academic research. Main updates are: · New content on productivity and its impact on workplaces in Britain in a post-Brexit environment, including new material on job quality and productivity · The causes and implications of "presenteeism" and "Leaveism" · Content on the UK's ever-changing qualifications/training (much changed from last edition · New chapter on HR in small to medium sized enterprises (SMEs) · New chapter on the future of work · Gig economy, Brexit and Artificial Intelligence (AI) Key pedagogic features include: · ‘Theory into Practice’ and ‘Putting it into Practice’ at the end of chapters enable readers to review, link and apply their understanding of the chapter to a practical business scenario · ‘Window on Practice’ provides illustrative material throughout the text, including examples of real company practice, survey results, anecdotes and quotations, and court cases · Discussion boxes are two or three short questions intended for general discussion in a tutorial or study group to encourage critical thinking and understanding · Activities and exercises throughout to encourage students to engage with their learning · Employability skills chapters cover basic skills to learn by practise.
Additional resources such as multiple choice tests and a glossary are available for students at go. pearson. com/uk/he/resources. Human Resource Management is a great introduction to human resources for students studying on undergraduate business and management courses, as well as those on CIPD accredited courses. About the authors Written by a close-knit team, who share each other's writing as it proceeds according to an agreed structure.
All have great experience of teaching and examining HR at undergraduate, post graduate and professional level; thorough and deep research portfolios and CIPD membership Derek Torrington is Emeritus Professor of Management at the University of Manchester, Chartered Companion CIPD and previous Chief Examiner Laura Hall is now a freelance academic and has carried out work for a wide range of bodies, including the CIPD.
Annað
- Höfundar: Derek Torrington, Laura Hall, Carol Atkinson, Stephen Taylor
- Útgáfa:11
- Útgáfudagur: 2020-03-12
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- Format:ePub
- ISBN 13: 9781292261669
- Print ISBN: 9781292261645
- ISBN 10: 1292261668
Efnisyfirlit
- Cover
- International Business
- Pearson
- Title
- copyright
- Brief Contents
- contents
- Guided Tour
- Preface
- Publisher’s Acknowledgements
- Part 1 Human resource management in the modern world
- 1 The nature of human resource management
- Defining human resource management
- The evolution of modern HRM
- HRM and the achievement of organisational effectiveness
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- 2 The global context for human resource management
- Defining globalisation
- The causes of globalisation
- The impact of globalisation
- Conclusions
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- 3 HRM around the world
- Global HRM: similarities
- Global HRM: differences
- Explaining global diversity in HRM practice
- Is greater divergence a possibility?
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- 4 Strategic human resource management
- Strategic HRM
- The relationship between business strategy and HR strategy
- Theoretical perspectives of strategic HRM
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- Web link
- References
- 5 Workforce planning, analytics and AI
- The contribution and feasibility of workforce planning
- The scope of workforce planning
- Analysing the environment
- Forecasting future HR needs
- Analysing the current situation and projecting forward
- Reconciliation, decisions and plans
- Workforce analytics and AI (artificial intelligence)
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- 6 Employability: the basic skills
- 6.a. Being effective with people
- Summary propositions
- General discussion topics
- Putting it into practice
- 6.b. Using and interpreting basic analytics
- Summary propositions
- General discussion topics
- Putting it into practice
- 6.c. Effective writing
- Summary propositions
- General discussion topics
- Putting it into practice
- 6.d. Presentation
- Summary propositions
- General discussion topics
- Putting it into practice
- Further reading
- References
- 1 The nature of human resource management
- 7 Organisational agility and flexibility
- Organisation design
- Organisation structures
- Employer flexibility
- Employee flexibility
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- 8 Recruitment
- Determining requirements
- Rational versus processual approaches to recruitment
- Internal recruitment
- External recruitment
- Recruitment advertising
- Evaluation of recruitment activity
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- 9 Selection methods and decisions
- Rational versus processual approaches to selection
- Selection criteria
- Shortlisting
- Selection methods
- Advanced methods of selection
- Final selection decision making
- Validation of selection procedures
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- 10 Employability: skills in resourcing
- 10.a. Determining the vacancy
- Summary propositions
- Putting it into practice
- 10.b. Job and competency analysis
- Summary propositions
- Putting it into practice
- 10.c. The selection interview
- Summary propositions
- General discussion topics
- Putting it into practice
- Further reading
- Reference
- 11 Employee performance management
- Performance management or performance appraisal?
- Theoretical bases of performance management
- Performance management across national contexts
- Stages in a performance management system
- Performance management: does it improve performance?
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- 12 Leadership
- Leadership and management
- What are the traits of (effective) leaders?
- What is the ‘best way to lead’? Leadership styles and behaviours
- Do leaders need different styles for different situations?
- Transformational leadership: do we really need heroes?
- Followership
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- 13 Managing attendance and absence
- The national context
- Impact on the organisation
- Process and causes of absence and attendance
- Managing for appropriate attendance
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- 14 Engagement and retention
- Defining engagement
- The benefits of employee engagement
- Employee retention
- The impact of labour turnover
- Analysing labour turnover
- Engagement and retention strategies
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- 15 Employability: skills in performance
- 15.a. The appraisal interview
- Summary propositions
- General discussion topics
- Putting it into practice
- 15.b. Designing questionnaires
- Putting it into practice
- Further reading
- References
- Part 4 Development
- 16 Organisational change and development
- The nature of change and the role of planned change
- How can organisations be responsive to change?
- Addressing the employee experience of change
- Reconceptualising change
- Organisational development as a specific approach to change
- The evolution and future of OD
- Summary of the HR role in change
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- 17 The context of employee learning and development
- The UK national picture and strategy
- UK skills policy and framework
- The learning context
- Summary propositions
- General discussion topics
- Case study
- Further reading
- References
- 18 Learning and development
- Identifying learning and development needs
- Methods of learning and development: Part 1
- Methods of learning and development: Part 2 Focus on digital learning technologies
- Evaluation of training and development
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- 19 Talent and career development
- What is talent?
- Identification of talent
- Strategic talent and career development
- Promotion and succession planning
- Developing talent and careers
- How organisations evaluate talent management
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- 20 Employability: skills in learning and development
- 20.a. Teaching and learning
- Summary propositions
- Putting it into practice
- 20.b. Coaching
- Summary propositions
- General discussion topics
- Putting it into practice
- Further reading
- References
- 21 Employee voice
- Terminology
- Information sharing
- Team briefing
- Quality circles
- Attitude surveys
- Suggestion schemes
- Consultation
- Co-determination
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- 22 The legal framework of work
- A regulatory revolution
- The contract of employment
- Discrimination law
- Unfair dismissal law
- Health and safety law
- Family-friendly employment law
- Is employment law a benefit or a burden for businesses?
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- Legal cases
- 23 Diversity and inclusion
- How ‘equal’ is the workforce?
- Different approaches to equality
- Implications for organisations
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- 24 Employability: skills in employee relations
- 24.a. Mediation
- Summary propositions
- General discussion topics
- 24.b. The disciplinary or grievance interview
- Summary propositions
- General discussion topics
- Putting it into practice
- Further reading
- References
- 25 Total reward and setting pay
- Introducing reward management
- Total reward
- The elements of payment
- Setting base pay
- The importance of equity
- Regulatory restrictions
- Minimum wages
- Equal pay law
- Unlawful deductions
- International diversity in reward management
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- 26 Incentives
- Basic choices
- The extent to which incentives are paid
- Payment by results (PBR) schemes
- Performance-related pay (PRP)
- Skills-based pay
- Profit sharing
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- 27 Pensions and benefits
- Pensions
- Occupational pensionsand HRM
- Sick pay
- Company cars
- Flexible benefits
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- 28 Employability: skills in reward
- 28.a. Negotiation
- Summary propositions
- General discussion topics
- Putting it into practice
- 28.b. How to reward employees working overseas for the dislocation of their domestic and social arrangements
- Summary propositions
- General discussion topics
- Putting it into practice
- Further reading
- 29 HRM and business ethics
- What do we mean by ethics?
- Early management concern with ethics
- Business ethics today
- Ethics and HRM
- Ethics across national boundaries
- Some current and developing ethical dilemmas
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- 30 Managing the human resource function
- The HR function: purpose, roles and competencies
- Structure of the HR function
- HR strategic contribution
- HR delivery approaches
- HR shared services
- Outsourcing HR
- The role of line managers in HR
- Critique of the changes in the HR function
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- 31 HR in small and medium-sized enterprises
- Introduction
- What do we know about working in SMEs?
- The SME context
- How strategic is HR in SMEs?
- What does this mean for HR practice in SMEs?
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- 32 Health and well-being
- The nature of health and well-being
- Health and well-being initiatives
- ‘Good work’ and well-being: job design and job quality
- The business case for health and well-being
- Criticisms of health and well-being initiatives
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- 33 Managing the international workforce
- Structuring international organisations
- Managing expatriates
- HRM issues in international organisations
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- 34 The future of work
- Long-term labour market trends
- Technology and jobs
- Conclusions
- Summary propositions
- General discussion topics
- Theory into practice
- Further reading
- References
- 35 Advanced HR skills
- 35.a. Chairing meetings
- Summary propositions
- Putting it into practice
- 35.b. Presentation at tribunal
- Putting it into practice
- 35.c. Dealing with bullying and harassment at work
- Summary propositions
- General discussion topics
- Putting it into practice
- 35.d. Using consultants
- Summary propositions
- General discussion topics
- References and Further reading
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