Title Human Resource Management at Work, 7/e
Subtitle The Definitive Guide
Author Mick Marchington, Adrian Wilkinson, Rory Donnelly, Anastasia Kynighou
ISBN 9781789664867
List price GBP 48.99
Price outside India Available on Request
Original price
Binding Paperback
No of pages 568
Book size 191 X 248 mm
Publishing year 2021
Original publisher Kogan Page Limited
Published in India by .
Exclusive distributors Viva Books Private Limited
Sales territory India, Sri Lanka, Bangladesh, Pakistan, Nepal, .
Status New Arrival
About the book Send Enquiry
  
 

Reviews:

“It’s easy to see why Human Resource Management at Work is a such a popular resource. This edition elevates the text to a new level with material on topics such as workforce analytics and the impact of global shocks on HRM.”

Amanda Thompson, Head of Personalisation and Experiential Learning, Nottingham Trent University

 

“The new edition does not disappoint. The written style supports learning at graduate and post graduate level and underpins the key areas of people practice. CIPD students will find this text invaluable in developing knowledge and professional practice.”

Nicky Small, CIPD Lecturer, Solihull College and University Centre

 

“An inspiring read which places HRM in a contemporary context as valued by the CIPD. It is so encouraging to see people management not only viewed as a strategic function but linked to line management processes across boundaries as well. This is a valuable resource for teaching and a must read for any HR Scholar.”

Juani Swart, Professor of Management, University of Bath

 

“With a solid basis in research, this excellent book stands out for its practical insights and integrated perspective - exactly the sort of nuanced understanding that aspiring HR professionals should acquire.”

Jonny Gifford, Senior Advisor for Organisational Behaviour, CIPD


Description:

A leading textbook in its field, Human Resource Management at Work is a comprehensive guide to the theory and practice of HRM. Aligned to the CIPD Level 7 qualification yet also relevant on non-CIPD accredited HR masters courses, this book covers everything students need to excel in their academic studies and will ensure that they can hit the ground running in a practitioner role after university.

Divided into four key parts, the first part of the book covers HRM strategy and the global context, the forces shaping HRM at work and international and comparative HRM. Part Two discusses the role of HR professionals and line managers in the workplace, and how the responsibilities for delivering effective HR vary in a changing world of work, Part Three has expert coverage of the key areas of HR including resourcing and talent management, learning and development (L&D), reward and employment relations. The final part examines the impact that HRM can have on business performance and also outlines the key knowledge and skills required to carry out a business research project. Fully updated through, this seventh edition now has new coverage of diversity and inclusion (D&I), workplace analytics, ethics, wellbeing and precarious work as well as additional coverage of the alignment of HRM with organisational strategy and the integration of different components of HRM.

Human Resource Management at Work includes new global case studies, reflective practice activities to encourage critical thinking, exercises to help the consolidation of learning and ‘explore further’ boxes to encourage wider reading. Online supporting resources include an instructor’s manual and lecture slides.


Key features at a glance:
  • Includes reflective practice activities to encourage students to think critically about the content and self-test their learning progress
  • Aligns fully with the new CIPD Advanced Level 7 qualification and is written by one of the experts involved in its development
  • Puts human resource management (HRM) in a business context and includes case studies and practical examples to help prepare students for a professional HR role
  • New to this edition: Brand new chapter on organisation design and development including coverage of workplace culture, job design and change management as well as additional coverage of analytics, diversity and inclusion


Contents:

List of figures and tables

Author biographies

Acknowledgements

Acronyms and websites

Introduction to this edition

How to use this book

Mapping CIPD Qualifications and the Profession Map

Walkthrough of features

 

Part One: HRM, strategy and the global context

Chapter 01. HRM, strategy, and diversity and inclusion • Introduction • The meanings of human resource management • Workforce analytics • Business and corporate strategies • Corporate social responsibility (CSR) and ethics • Diversity and inclusion (D&I): Equality as a work-in-progress • D&I practice in organisations • Conclusions • Explore further

Chapter 02. Forces shaping HRM at work • Introduction • Globalisation and global comparisons • Labour markets, patterns of employment and labour disputes • Organisational flexibility, precarious work and regulation • The legal framework for HRM and employment relations • The institutional framework for HRM • The impact of major global shocks on HRM • Conclusions • Explore further

Chapter 03. HRM, alignment and integration • Introduction • Contingency theory and best-fit • ‘Best-fit’ HRM, product markets and competitive strategies • Resource-based views of HRM and ‘HR architectures’ • Integrating HRM for maximum impact • Reviewing different theories of HRM and their applicability • Conclusions • Explore further

Chapter 04. International and comparative HRM • Introduction • International and comparative HRM • Arguments for convergence and divergence • HRM in multinational organisations • Conclusions • Explore further

 

Part Two: Responsibilities for delivering HRM

Chapter 05. The changing roles of HR professionals • Introduction • The development of HR as a specialist function • Analysing the role of the HR function • HRM in agile organisations • Alternative forms of HR delivery: Outsourcing and consultants, shared service centres and digital HRM • Evaluating the contribution of HR professionals • The ethical contribution of HR professionals • Conclusions • Explore further

Chapter 06. Line managers, leadership and HRM • Introduction • Enhancing line management responsibility for HRM • Problems with devolving HRM to line managers • Developing line managers to provide effective HRM • Leadership • Conclusions • Explore further

 

Part Three: HRM practices and processes

Chapter 07. Resourcing and talent management • Introduction • Workforce planning, turnover and retention • Talent management • Defining jobs and creating person specifications • Recruitment methods • Choosing the most appropriate selection methods • Differing paradigms of selection • Conclusions • Explore further

Chapter 08. Performance management and development • Introduction • Performance management and development systems • Induction, onboarding and employee socialisation • Performance review • Performance management and development systems around the globe • Reinforcing performance standards and supporting well-being • Conclusions • Explore further

Chapter 09. Learning and knowledge development • Introduction • Definitions, terminologies and debates • The process of learning • The training cycle • A review of some contemporary L&D interventions • Managing knowledge • Conclusions • Explore further

Chapter 10. Managing employment relations • Introduction • Employment relations in its historical and comparative context • Management’s role in employment relations • The extent and nature of union recognition • Collective bargaining • Grievance, disciplinary and disputes procedures • Conclusions • Explore further

Chapter 11. Employee participation, engagement and voice • Introduction • The meaning of employee involvement and participation (EIP) • From direct EIP to employee engagement • Representative participation • The links between informal and formal EIP • Embedding EIP at work • Conclusions • Explore further

Chapter 12. Reward management • Introduction • Reward management in its organisational, social and economic context • Types of payment schemes • Job evaluation • Equal value considerations • Non-pay benefits as part of the package • Conclusions • Explore further


Part Four: HRM and performance from a business perspective

Chapter 13. HRM and performance • Introduction • Examining links between models of HRM and performance • Raising questions about the HRM–performance link • The role of HRM processes in translating policy into practice • Conclusions • Explore further

Chapter 14. Research skills and project management • Introduction • Identifying the broad topic area • Determining the approach and formulating the plan • Collecting information and analysing data • Research methods • Workforce analytics and big data • Presenting the findings: The structure of the report • Conclusions • Explore further

Bibliography

Index

 

About the Authors:

Mick Marchington is emeritus professor of Human Resource Management at Manchester Business School, University of Manchester, UK. He is a Chartered Companion of the CIPD and is its Chief Moderator Standards

Mick Marchington has over thirty years’ experience in the field, having held academic positions at the Universities of Aston, Central Lancashire and UMIST. He has published around 20 titles, 50 chapters and nearly 100 referred papers on HRM, being best known for his work on employee involvement, and managing employment across organizational boundaries.

Adrian Wilkinson is a professor and the director of the Centre for Work, Organisation and Wellbeing at Griffith University, Australia. He is a Chartered Fellow of the CIPD.

Rory Donnelly is a reader in Human Resource Management and Organisational Behaviour at Birmingham Business School, UK. He is a Chartered Member of the CIPD.

Anastasia Kynighou is a senior lecturer in Human Resource Management at Manchester Metropolitan University, UK. She is a Chartered Member of the CIPD.


Target Audience:

This book is for both HR professionals and those studying HR qualifications, including undergraduate and masters degrees.

 

 
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