Title Introduction to Human Resource Management, 4/e
Subtitle A Guide to HR in Practice
Author Charles Leatherbarrow, Janet Fletcher
ISBN 9780749483685
List price GBP 47.99
Price outside India Available on Request
Original price
Binding Paperback
No of pages 568
Book size 191 x 242 mm
Publishing year 2019
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
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Reviews:

“This book does a brilliant job in introducing HRM to entry level students. It is pitched at the right level where it helps the reader in understanding the underlying principles and foundations of the many aspects of modern HRM practice. It also balances that by presenting students with up-to-date examples and case studies which deepen their learning and application of the concepts. There is a nice mixture of activities, theory, questions and case studies to provide a multi-layered learning and teaching platform.”

Sterling Rauseo, Lecturer in Human Resources and Organizational Behaviour, Business School, University of Greenwich

 

“This text outlines key HR themes through a series of readable chapters, engaging activities and really useful case study examples. I love that the topics draw on academic, practical and professional spheres on the HR world and that there is a focus on how themes link with each other to provide a fuller picture. This produces a book which not only provides a great basic underpinning knowledge but extends learning with self-directed study ideas and review activities.”

Dr Frances McGregor, Senior Lecturer in Human Resource Management, Huddersfield Business School

 

“This is a very good introduction to human resource management which is great for entry level students and also a good basic reference for anyone making a career move into the profession or working with HR. The book is ideal for both online/distance learning and classroom-based students as chapters contain a mix of content including factual information, research-based activity, case study examples, reflective statements and ideas for group work. I will definitely recommend this book to undergraduate students.”

Karen Trem, Lecturer in People Management, Leadership and Governance, Leeds Beckett University

 

“Holistic, integrated coverage of CIPD standards, particularly for those who want to delve deeper into the wider concepts having an impact on the contemporary HR function. Varied case studies, activities and clearly defined concepts are great for the independent learner.”

Andrea Young, Learning and Development Consultant


Description:

Introduction to Human Resource Management is a comprehensive and accessible guide to the subject of HRM. Drawing on the authors’ experiences in both the public and private sectors and underpinned by academic theory, this textbook follows the logical sequence of the employment cycle and shows how human resource management plays out in practice. It covers organizational culture, the role of the HR professional, HR planning, recruitment and selection, talent management, L&D, motivation and performance, health and safety, diversity and equality, employment law, change management and handling and managing information.

With a range of pedagogical features, including contemporary case studies and review questions, Introduction to Human Resource Management maps to the CIPD Level 3 Foundation Certificate in HR Practice and is also ideal for foundation and undergraduate students encountering HRM for the first time. This fully updated 4th edition has been revised and expanded to include coverage of zero-hours contracts and the gig economy, social media and e-recruitment and the UK apprenticeship levy. Online supporting resources include an instructor’s manual, lecture slides and students’ resources including multiple choice questions, additional case studies and reflective questions for self-study.


Contents:

List of figures and tables

Preface

Foreword

Walkthrough of textbook features

Chapter 1: Organisations • Why organisations exist • Public sector organisations • Private sector organisations • Types of organisation • Organisation typologies: mechanistic versus organic organisations • Sizes of organisation • The purposes of organisations • Strategic planning techniques • Organisational structures • Reflections on organisation design • Note

Chapter 2: Aspects of organisational culture • What is culture? • Definitions of culture (societal context) • Organisational culture • Organisational values • Emotional culture • Identifying organisational cultures • Public sector culture • Induction – the socialisation of a new member into the organisation • Changing organisation culture

Chapter 3: Human resource management (HRM) • What exactly is human resource management (HRM)? • Strategic HRM • Achieving a competitive advantage • Structuring human resources in the organisation • HR and added value • The skills and competencies of the HR professional • Restructuring the organisation • Customer care • Employee voice • Notes

Chapter 4: The role of the HR practitioner • Background to the role of HR • The range and scope of HR activities • Business partnering • Aligning HR to corporate strategy • Corporate social responsibility (CSR) • Professionalism and ethics • The CIPD Profession Map • The future role of HR

Chapter 5: Workforce planning • Planning period • Workforce planning as a competence-centred function • Traditional approaches to workforce planning • Understanding workforce characteristics

Chapter 6: Recruitment • The importance of recruitment • Definitions • The context of recruitment • Internal and external labour markets • Factors affecting success • Skill shortages • Employer branding • Recruitment processes • Recruitment difficulties

Chapter 7: Selection • The importance of selection • The search for ‘talent’ • The selection process • Selection methods • Organising the selection process • Interviewing • Making the decision

Chapter 8: Induction and retention • The importance of induction • Employer branding • The purpose of induction • Indications of a successful induction process • Approaches to induction • Buddy systems and mentors • Induction content • Departmental induction • Other times when induction may be needed • Inducting minority groups or those with special needs • Follow-up • Retention, work and why people work • Recording and analysing information • Retaining staff • Managing contractor organisations

Chapter 9: Learning and development • Individual learning • Terminology • Training and human resource development • Self development • Human capital • Talent management • Knowledge management • Why is learning so important? Who benefits from learning? • The principles of learning • Early theories of learning • More recent learning theories • Continuing professional development (CPD) • Transfer of learning • Choosing a career

Chapter 10: Learning and development – practical aspects • Organisational learning • The strategic importance of learning and the development of talent • Aligning learning with organisational need • L&D (or training) policy • National skills initiatives • Systematic training • The systematic training cycle • E-learning • The future of learning

Chapter 11: Performance management • Background • What is performance? • Factors influencing performance • Motivation • Scientific management • Hawthorne Studies • Theories of motivation • Content theories of motivation • Process theories of motivation • Summary of motivation theories • Performance management • Background: performance management • Performance appraisal • 360-degree feedback • Criticisms of appraisal systems • Performance management through development

Chapter 12: Employee reward • Defining reward • HRM and reward • Non-financial rewards • Employee benefits and HR management • Rewards with financial value • Reward and motivation • Determining reward strategy • Reward systems • The basis for performance-related pay • Team reward schemes • Total reward • Job evaluation (JE) • Contemporary issues • Equal pay reviews and gender pay gap reporting • Note

Chapter 13: The employment relationship • Background • Formal and informal contracts • Perspectives on the employment relationship • Parties in the employment relationship • Trade unions • The role of trade unions • The internal justice system • Labour disputes • Upholding employee rights • Trade union representatives • Unionlearn • Acas (Advisory, Conciliation and Arbitration Service) • Central Arbitration Committee (CAC) • Summary of employee relations • Absence management • Managing and controlling absence • Measuring and monitoring absence • Reasons for absence • Strategies for managing absence • Stress and mental heath • CIPD view

Chapter 14: Health, safety, well-being and work–life balance • Health and safety • What organisations must do • Managing health and safety in the workplace • Employee well-being • Work–life balance (WLB) • Improving work–life balance (WLB) • Note

Chapter 15: Diversity • Background • Demographic change • Prejudice • Why be concerned with equality and diversity? • Equality legislation • Discrimination • Employment tribunals (ETs) • Types of discrimination • Positive action • Discrimination on the grounds of the nine protected characteristics of the Equality Act • Bullying and harassment • Equality bodies

Chapter 16: Employment law • The employment relationship and legislation • Differences between contracts • The components of a contract • Contracts of employment • Understanding employment rights • Important employment legislation • Grievance procedures • Workplace disciplinary rules • Conflict management in the workplace • Health-and-safety legislation • General Data Protection Regulations (GDPR) and Freedom of Information Act (2000) • Notes

Chapter 17: Ending the employment relationship • Introduction • Termination of the contract of employment • Employee status • Dismissal • Redundancy • Retirement

Chapter 18: Change management • Triggers (drivers) for change • The need for change • Change factors • Evolution and revolution • Typologies of change – soft and hard change problems • Resistance to change • Changing organisation culture • Organisation development (OD) • Lewin’s three-phase model of change • The organisational development (OD) model of change • The role of the change consultant • The emergent approach to change • The role of HR in supporting the management of change

Chapter 19: Handling and managing information • Information collection • Types of information • Data requirements for human resource management • Data analytics • Understanding e-human resource management systems • The case for adopting e-HRM systems • Choosing the ‘right’ HR system • Security and HR management systems • Ownership of digital information • Big data • HR analytics • Gamification • Using information to best advantage • Presenting information and making a point • More statistics – standard deviation • The law in relation to the holding, processing and accessing of information • Note

Index


About the Authors:

Charles Leatherbarrow is now retired. His career led him into managing the HR and Training functions within the oil and gas exploration sector in locations around the world. His later life was in academia, lecturing, researching and writing about human resource management.

Janet Fletcher, Chartered FCIPD, is a senior lecturer in HRM at the University of Wolverhampton, UK.


Target Audience:

Useful for students and academicians of HR as well as HR practitioners and managers.

 

 
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