Table of Contents

ContentsList of Case StudiesList of ContributorsAcknowledgementsPart I Fundamentals of Human Resource Management1. Human Resource Management: a contemporary perspective Tom Redman and Adrian Wilkinson Introduction The development of HRM The new HRM? The changing context of work Strategy and HRM Performance and HRM The changing role of HRM The book Bibliography2. Human Resource Management and Organisational Performance: in search of the HR advantage Nick Kinnie and Juani Swart Introduction Strategy and HRM HR and organisational performance: our approach and some background Human resource advantage Human capital advantage Organisational process advantage Conclusions and implications Case study 2.1 Case study 2.2 Case study 2.3 Bibliography3. Recruitment Ann McCormack and Dora Scholarios Introduction The external environment The organisation The job Pre-recruitment activities Recruitment methods The need for an applicant perspective Conclusions Case study 3.1 Case study 3.2 Bibliography4. Selection Dora Scholarios Introduction A brief overview of psychometric quality The 'what' and 'how' of selection Summary of trends What do organisations actually do? Explaining practice Conclusions and implications for HRM Case study 4.1 Case study 4.2 Case study 4.3 Bibliography5. Training and Development Irena Grugulis Introduction The case for training and development Training and development in the workplace Rethinking training and development Discussion and conclusions Case study 5.1 Case study 5.2 Case study 5.3 Bibliography6. Reward Management Mark W. Gilman Introduction Why pay systems vary Paying for performance: variable pay Pay for performance: how strategic is it? Discussion Case study 6.1 Case study 6.2 Bibliography7. Performance Appraisal Tom Redman Introduction Development of performance appraisal The practice of performance appraisal Recent developments in performance appraisal Problems of performance appraisal Conclusions Case study 7.1 Bibliography8. Industrial Relations &nb; Nicolas Bacon Introduction Management approaches to industrial relations Why employees join unions The decline of joint regulation The implications of declining joint regulation Non-union workplaces Non-union employee representation Partnership with unions Union organising and new types of union representative Conclusions Case study 8.1 Bibliography9. Line Managers Douglas Renwick Introduction developments in the literature General questions emerging Challenges arising Future research Conclusions Case study 9.1 Case study 9.2 Bibliography10. Organisation and Corporate Culture Alistair Cheyne and John Loan-Clarke Introduction The concept of culture Organisational culture Categorisations of culture Assessing organisational culture Culture and organisational performance Organisational culture and human resource management Is culture change feasible? Conclusion Case study 10.1 Case study 10.2 Case study 10.3 Case study 10.4 BibliographyPart II Contemporary Themes and Issues11. International HRM Geoffrey Wood, Leslie Szamosi and Alex Psychogios Introduction Thinking about international HRM: uniformity or diversity? International HRM in practice Conclusion Case study 11.1 Case study 11.2 Case study 11.3 Bibliography12. Comparative Human Resource Management Geoffrey Wood and David Collings Introduction Convergence or divergence in HRM systems Empirical ways of understanding diversity Conclusion Case study 12.1Case study 12.2 Bibliography13. Understanding and Managing Careers in Changing Contexts Laurie Cohen and Amal El-Sawad Introduction An 'elastic' concept: diverse understandings of career Changing contexts of work and career Change and continuity in career form Gender and ethnicity in career debates Career lenses and approaches More dynamic, less static approaches? Holistic perspectives: new metaphors for thinking about career Managing careers: implications for HR practice Conclusion Case study 13.1 Case study 13.2 Case study 3.3 Bibliography14. Managing Diversity Catherine Cassell Introduction The managing diversity context General principles Implementing diversity initiatives Global diversity management Do diverstives deliver? Conclusions Case study 14.1 Case study 14.2 Case study 14.3 Bibliography15. Work Life Balance Keith Townsend and Paula Macdonald Introduction Is it work life balance or something elser? Why WLB is important to employers When the government gets involved Unions and WLB Finding the boundaries Conclusions Case study 15.1 Case study 15.2 Bibliography16. Downsizing Tom Redman and Adrian Wilkinson Introduction Downsizing: the reality of HRM? Methods of downsizing Alternatives to redundancy The redundancy process Conclusions: downsizing, rightsizing or dumbsizing? Case study 16.1 Case study 16.2 Bibliography17. Employee Participation Tony Dundon and Adrian Wilkinson Introduction Defining participation The context for employee participation A framework for analysing employee participation Employee participation in practice The meanings and impact of participation Employee participation and the EU Conclusions Case study 17.1 Case study 17.2 Case study 17.3 Bibliography18. Knowledge Management and Human Resource Management Donald Hislop Introduction Social context: the growing importance of knowledge Defining knowledge work Why worker participation is key to achieving participation in knowledge management initiatives The organisational climate and workers' attitudes to knowledge management initiatives HRM practices to support knowledge management initiatives Case study 18.1 Case study 18.2 Bibliography19. Employment Ethics Peter Ackers Introduction Ethical theories: enter the moral maze An employment ethics agenda Shaping an ethical workplace The history of ethical employment management The advent of HRM Conclusion: three fallacies of HRM ethics Case study 19.1 Case study 19.2 Bibliography20. Emotion at Work Philip Hancock and Melissa Tyler Introduction The emotional turn: key concepts and issues Emotion in management theory and practice Critical perspectives on emotion Conclusions Case study 20.1 Case study 20.2 Case study 20.3 Bibliography21 Flexibility Stephen Procter and Stephen Ackroyd Introduction: what do we mean by flexibility? Flexibility in historical perspective The flexible firm Patterns of flexibili Flexible specialisation The new flexible firm The high-surveillance firm and lean production Flexibility in the public services Conclusions Case study 21.1 Bibliography22. Workplace bullying Sara Branch, Sheryl Ramsay and Michelle Barker Introduction How is workplace bullying defined? The importance of power and dependency in workplace bullying Identifying workplace bullying behaviours Reporting of frequency of workplace bullying behaviours and risk groups Impact on the target Impact on witnesses Impact on the organisation Antecedents of workplace bullying Prevention and management of workplace bullying Conclusion Case study 22.1 Case study 22.2BibliographyIndex

About the Author

Tom Redman is Professor of HRM and Director of Research at Durham University. Adrian Wilkinson is Professor of Employment Relations and Director of the Centre for Work, Organisation and Wellbeing at Griffith University, Queensland in Australia.