Tài liệu Contemporary Human Resource Management - Text and Cases - 2nd Edition

The first edition of this book has proved ideal for students at both undergraduate and postgraduate level, taking a module in HRM. It's strong theoretical underpinning and focus on widely applicable themes has proved extremely popular on courses outside the UK. The book is divided into 2 parts. First it looks at the Fundamentals of HRM providing an analysis of the core elements of HR practice. The second part examines some cutting edge themes of increasing importance to HR practitioners and academics.

Editorial Reviews From the Back Cover A well-regarded, thought-provoking text sees experts in the field taking a critical look at a comprehensive range of HRM functions and contemporary themes.


The first edition of this book has proved ideal for students, at both undergraduate and postgraduate level, taking a module in HRM. Its strong theoretical underpinning and focus on widely applicable themes has proved extremely popular on courses both in and outside the UK.

Part I looks at the fundamentals of HRM providing an analysis of the core elements of HR practice. The second part examines cutting-edge themes of increasing importance to HR practitioners and academics.

Key features


Emphasis on critical analysis and insight whilst also examining the implications of HRM research and theory development on practice.
Contributed by experts in the field based on their own empirical research.
A wide-ranging selection of substantial case studies stimulates and engages the reader with the key ideas.
Focuses on ideas relevant to line managers as well as HR specialists.
Current themes addressed are absenteeism, the work–life balance, HR strategy, international HRM, knowledge management, employee voice, and cross-cultural management, amongst others.

About the Author


Tom Redman is Professor of HRM at Durham University Business School and Adrian Wilkinson is Professor of Human Resource Management at Loughborough University Business School.

Contents

Part I - Fundamentals of Human Resource Management 1
1. Human Resource Management: a contemporary perspective - Tom Redman and Adrian Wilkinson 3
2. Human Resource Management and Organisational Performance - Nick Kinnie, Sue Hutchinson, John Purcell and Juani Swart 26
3. Selection and Assessment - Sue Newell 65
4. Training and Development - Irena Grugulis 99
5. Reward Management - Philip Lewis 126
6. Performance Appraisal - Tom Redman 153
7. Industrial Relations - Nick Bacon 188
8. Line Managers - Douglas Renwick 209
9. Organisational and Corporate Culture - Alistair Cheyne and John Loan-Clarke 229

Part II - Contemporary Themes and Issues 261
10. International Human Resource Management - Geoffrey Wood 263
11. Careers - Laurie Cohen and Amal El-Sawad 278
12. Managing Diversity - Catherine Cassell 306
13. Family-Friendly Policies and Work–Life Balance - Peter Ackers and Amal El-Sawad 331
14. Downsizing - Tom Redman and Adrian Wilkinson 356
15. Employee Participation - Tony Dundon and Adrian Wilkinson 382
16. Knowledge Management - Donald Hislop 405
17. Employment Ethics - Peter Ackers 427
18. Emotion at Work - Philip Hancock and Melissa Tyler 450
19. Flexibility - Stephen Procter and Stephen Ackroyd 473


Case studies

2.1 Understanding performance in retailing: the case of Omega Supermarkets - Sue Hutchinson 45
2.2 Human capital in the software industry: the case of MPC Data - Juani Swart 48
2.3 HRM and organisation turnaround at Selfridges & Co. - Sue Hutchinson 51
3.1 Assessment at Newsco, Pharmco, Retailco and ScienceCo - Sue Newell, Viv Shackleton and Maxine Robertson 84
4.1 Developing resourceful humans - Irena Grugulis 116
4.2 Soft skills and personal qualities - Irena Grugulis 116
4.3 Investing in people in the NHS - Irena Grugulis and Sheena Bevitt 117
5.1 Changing reward structures: the case of Airbus UK - Philip Lewis 145
6.1 Performance appraisal at North Trust - Tom Redman, Ed Snape and David Thompson 169
7.1 Union recognition in the private sector - Nick Bacon 199
7.2 Principles and practices of partnership with trade unions - Nick Bacon 201
7.3 Militancy or moderation? - Nick Bacon 201
7.4 The challenge for union and employer partnership: the Eurotunnel experience - Paul J. Gollan 202
8.1 Line managers and HRM at Retailco - Samantha Lynch 221
8.2 Line managers and star employees - Douglas Renwick 225
9.1 Understanding the culture of an organisation - John Loan-Clarke and Alistair Cheyne 247
9.2 Levels of culture - John Loan-Clarke and Alistair Cheyne 247
9.3 Culture and climate issues with a healthcare trust - John Loan-Clarke and Alistair Cheyne 247
9.4 Managing culture at British Airways - Irena Grugulis and Adrian Wilkinson 249
10.1 International HRM: the practice of oil and gas companies in West Africa - Geoffrey Wood 273
10.2 Staffing in multi-national organisations - Geoffrey Wood 275
11.1 Making sense of careers - Laurie Cohen and Amal El-Sawad 292
11.2 Moving from employment to self-employment: Yasmin’s story - Laurie Cohen and Amal El-Sawad 293
11.3 Organisational interventions in career management: experiences of performance appraisal schemes - Laurie Cohen and Amal El-Sawad 296
11.4 An organisational career at Compucan - Amal El-Sawad and Laurie Cohen 298
12.1 Managing diversity at Hinchcliffe Cards, Atherton Educational Publishers and Cosmic Cosmetics - Catherine Cassell 321
13.1 Careers and work-life balance at Compucan - Amal El-Sawad and Peter Ackers 345
13.2 Motion for debate - Amal El-Sawad and Peter Ackers 350
13.3 Family-friendly in-tray exercise for HRM manager - Amal El-Sawad and Peter Ackers 351
13.4 Student internet research project - Amal El-Sawad and Peter Ackers 352
14.1 Downsizing down under: international mining - Allen Clabaugh 372
14.2 Downsizing down under: Perth and Western Bank - Allen Clabaugh 375
15.1 Employee voice at Compucon - Tony Dundon, Irena Grugulis and Adrian Wilkinson 395
15.2 Assessing participation - Tony Dundon 396
15.3 Beverage Co: employee participation in an SME - Tony Dundon, Irena Grugulis and Adrian Wilkinson 397
16.1 Domestic-Powerco: supporting knowledge sharing and use amongst distributed work teams - Donald Hislop 419
17.1 Employment ethics at A&B Stores - Peter Ackers 442
17.2 Applying the ‘veil of ignorance’ - Peter Ackers 447
18.1 Emotion management at Girlie Glitter Co. - Melissa Tyler and Philip Hancock 466
19.1 Managing flexibility: the Theatres Project in Midland City Hospital NHS Trust - Stephen Procter and Graeme Currie 498