Efnisyfirlit

• Halftitle Page
• Title Page
• Copyright
• Brief Table of Contents
• Detailed Table of Contents
• Figures
• Tables
• About the Authors
• Preface
• Acknowledgements
• Guided Tour
• Chapter 1 Introduction: Strategic human resource management in the twenty-first century
  • Introduction
  • The new economy
  • Organizational change and competitive advantage
  • The changing role of work in modern organizations
  • MHRM, IHRM and SHRM
  • Three perspectives
  • Tensions
  • The balanced approach
  • Framing HRM
  • Overview of the book
  • Summary
  • Glossary of key terms
  • Personal development
  • Individual task
  • Team task
  • Further reading
  • References
• Chapter 2 Strategic human resource management and context
  • Introduction
  • Best practice versus best fit
  • Illustrations of Pfeffer’s seven best practices in practice
  • Illustration of general and population environments in practice
  • The SHRM context model: the HR strategy scan (six-component model)
  • Summary
  • Glossary of key terms
  • Team task
  • Appendix
  • Further reading
  • References
• Chapter 3 Human resource management and performance: Adding value through people
  • Introduction
  • RBV illustrations in practice
  • The VRIO framework
  • Path dependency, causal ambiguity and social complexity
  • Competitive advantage and critical HR goals
  • HRM and performance: lessons
  • HR activities
  • Intended, actual, and perceived HR practices ‘in practice’
  • The HR value chain
  • Summary
  • Glossary of key terms
  • Personal development
  • Individual task
  • Team task
  • Appendix 1: HR practices in HRM and performance research
  • Appendix 2: Outcomes and performance in HRM and performance research
  • Further reading
  • References
• Chapter 4 Human resource metrics and analytics
  • Introduction
  • Tension between HR-related, organizational and financial outcomes
  • Human capital valuation and human resource analytics
  • Measuring outcomes
  • HR-related outcomes
  • Organizational outcomes
  • Financial outcomes
  • The balanced HR scorecard and dashboard
  • Implementation strategy
  • Summary
  • Glossary of key terms
  • Personal development
  • Individual task
  • Team task
  • Further reading
  • References
• Chapter 5 Mutual gains?
  • Introduction
  • Critical HR studies: guess who’s coming to dinner
  • Organizational behaviour (OB)
  • Industrial/organizational psychology
  • Organizational health psychology
  • Balanced approaches
  • Agility and vitality
  • A balanced approach to outcomes
  • Summary
  • Glossary of key terms
  • Individual task
  • Team task
  • Further reading
  • References
• Chapter 6 High-performance work systems
  • Introduction
  • Classic management models and systems approaches
  • HRM approaches in the 1980s
  • Control and commitment work systems
  • HPWSs and the AMO model
  • HPWSs
  • Lean management and Six Sigma
  • Compliance systems in times of global crisis
  • High-involvement work systems: an integrative framework
  • Mini-bundles
  • Summary
  • Glossary of key terms
  • Personal development
  • Individual task
  • Individual task
  • Team task
  • Further reading
  • References
• Chapter 7 Selective recruitment and selection
  • Introduction
  • Recruitment
  • Selection
  • Value-based recruitment: P–O fit
  • What happens if there is a mismatch between the job/organization and the candidate?
  • Summary
  • Glossary of key terms
  • Personal development
  • Individual task
  • Team task
  • Further reading
  • References
• Chapter 8 Performance management
  • Introduction
  • Defining performance appraisal
  • Definitions of performance management (PM)
  • PM developments over time
  • PM and HRM
  • Goal-setting theory
  • The role of the supervisor
  • 360-degree feedback systems
  • Lean management and Six Sigma
  • PM and procedural justice
  • PM and distributive justice
  • PM, HPWS, and HR metrics and HR analytics
  • PM and balanced approaches
  • The future of PM
  • The strategic relevance of PM
  • Summary
  • Glossary of key terms
  • Personal development
  • Individual task
  • Team task
  • Further reading
  • References
• Chapter 9 Compensation
  • Introduction
  • Aims of compensation
  • Financial and non-financial compensation
  • Basis for pay
  • The strategic relevance of compensation
  • Summary
  • Glossary of key terms
  • Personal development
  • Individual task
  • Team task
  • Further reading
  • References
• Chapter 10 Career development
  • Introduction
  • A brief history of the development of the scholarly domain of careers
  • Sustainable careers: the emergence of a new career framework
  • Employability as a core element of sustainable careers
  • Ageing in the workplace and career sustainability
  • Summary
  • Glossary of key terms
  • Individual task
  • Individual task
  • Team task
  • Further reading
  • References
• Chapter 11 Talent management
  • Introduction
  • What is talent?
  • Talent management (TM)
  • TM practices
  • The 10,000-hour rule and sports
  • Reflections on the development of the ‘happy few’
  • The strategic relevance of TM
  • Summary
  • Glossary of key terms
  • Personal development
  • Individual task
  • Team task
  • Further reading
  • References
• Chapter 12 Employee participation
  • Introduction
  • The roots of employee participation
  • Employee participation as an HR practice (individual level)
  • Employee participation at the organizational level
  • Employee participation at the organizational, sector and national level
  • Employee participation at different levels: institutionalized HR practices and best HR practices
  • Financial participation
  • Links with other HR practices: the first step to horizontal fit and an HPWS
  • The strategic relevance of participation
  • Summary
  • Glossary of key terms
  • Personal development
  • Individual task
  • Team task
  • Further reading
  • References
• Chapter 13 Human resource roles
  • Introduction
  • HR ambiguities
  • Changing roles and expectations for the HR manager
  • The Human Resource Competence Survey
  • The new HR competence model
  • The next level: line management and implementation
  • HR roles in different contexts
  • Balanced approaches and HR roles
  • The strategic implications of HR roles
  • Summary
  • Glossary of key terms
  • Personal development
  • Individual task
  • Team task
  • Further reading
  • References
• Chapter 14 International human resource management
  • Introduction
  • Defining IHRM
  • Multiple levels
  • HRM and cross-cultural differences
  • HRM and institutional differences
  • Global and local HR strategies
  • Convergence and divergence issues in HRM
  • Expatriates
  • Knowledge transfer in a global arena
  • Outsourcing and offshoring
  • The strategic relevance of IHRM in times of global change
  • Summary
  • Glossary of key terms
  • Personal development
  • Individual task
  • Further reading
• References
• Index

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