Table of Contents

Part I Introduction

1. The  nature of Human Resource Management
2. Strategic Human Resource Management
3. Planning: jobs and people
4. The international dimension

Part I Focus on skills
Part II Resourcing

5.   Strategic aspects of resourcing
6. Contracts, contractors and consultants
7. Recruitment
8.  Selection methods and decisions
9.  Staff retention
10. Ending the contract

Part II Focus on skills
Part III Performance

11. Strategic aspects of performance
12. Organisational performance: knowledge and learning
13. Employee Performance Management
14. Leadership and change management
15. Managing absence and attendance

Part III Focus on skills
Part IV Development

16. Strategic aspects of development
17. Context, competence and competencies
18. Learning and development
19. Career development

Part IV Focus on skills
Part V Employee relations

20. Strategic aspects of employee relations
21. Employee involvement
22. Health, safety and welfare
23. The legal framework for equality
24. Equal opportunities and diversity
25. Grievance and discipline

Part V Focus on skills
Part VI Reward

26. Strategic aspects of reward
27. Salaries
28. Incentives
29. Pensions and benefits

Part VI Focus on skills
Part VII Emerging Issues

30. Ethics and corporate social responsibility
31. Work-life balance
32. The changing HR function
33.  Information Technology and Human Capital Measurement
34. The future of work

Part VII Focus on skills

About the Author

Derek Torrington is Emeritus Professor of Management, University of Manchester. Laura Hall and Stephen Taylor are both Senior Lecturers in HRM at Manchester Metropolitan University, as well as National Examiners for the CIPD.