1. Contents
List of figures
List of tables
Foreword
PARTI HUMAN RESOURCE MANAGEMENT-AN OVERVIEW
1 The foundations of human resource management
Human resource management defined3; Aims4; Concernsof
HRM4; Developmentofthe HRM concept-the USmodels5;
UK versionsof the HRMmodel 6; Characteristicsof HRM 9;
ReservationsaboutHRM 10;HRM and personnel management11;
Key HRMactivities12; Key requirements14
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xvii
xix
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2 Thecontextofhumanresourcemanagement 17
Introduction17; Environmental factors18; Contingencytheory 18;
Technology 19;Competitive pressures19;Responses affecting people20;
The challengeto HRM 21
3 Theroleof HR practitioner 23
What is expectedfromHR professionals23;Activities24; Roles25;
Models of HR managementroles 30; Ambiguitiesinthe role of HR
practitioners31; Conflictinthe HR contribution32; Ethical considerations
33; Professionalisminhuman resource management35; How tobe an
effective HRpractitioner37; CompetenceinHR management38

2. vi I Contents
Managing theHR function
Role of the HR function42; Variations inHR practicebetween
different organizations43; Changesin the scopeof the function44;
Integrating the HR contribution45; Organizingthe HR function47;
The respectiveroles of HR and line management49; Gainingsupport
and commitment 51; Marketingthe HR function53; Preparing,
justifymgand protecting theHR budget 55; OutsourcingHR work 56;
Using management consultants58
41
Thecontribution of the HR function 61
Contribution toadded value 61; Contribution to competitive advantage62;
The HR function’s contributionto quality management64; The impactof
people management on business performance65
Evaluating theHR function
Approaches to evaluation67; Overallmethodsof evaluation 68;
Typesof performance measures69; Evaluation criteria69;
Practical methodsof evaluation70; Preferred approach77
67
Internationalhumanresourcemanagement 79
International human resource management defined79; The challengeof
internationalhuman resource management79; Characteristicsof
international personnel management80; International employment
and development strategies81;Recruitment across international
boundaries 83; International employee development84;
Managing expatriates86; International pay 88
PART II ORGANIZATIONALBEHAWOUR
8 Characteristicsof people 93
Individual differences93; Ability 94; Intelligence 95; Attitudes98;
Influences on behaviourat work 98;Attribution theory-how we make
judgements about people99;Orientation to work100;Roles 101;
Implications forHR specialists102
9 Motivation 105
Motivation defined106;The processof motivation 106; Intrinsicand
extrinsic motivation109;Motivation theories110;Instrumentality theory111;
Needs (content) theory111;Herzberg’s two-factor model114; Process
cognitive theory115; Behavioural theory119; Social learning theory120;
Attribution theory120; Role modelling 121; The key messagesof motivation
theory 121;The relationship between motivationand performance 122;
Motivationand money 123; Motivation strategies124; Conclusions127

3. Contents I vii
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11
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Commitment 129
The meaningof organizational commitment129; The sigruficanceof
commitment130; Problemswith the conceptof commitment131;
Creating a commitmentstrategy133; Commitmentand mutuality 137
How organizationsfunction 139
Basic considerations139; Organization theories139; Organization
structure 144;Typesof organization145; Organizational processes148
Organizational culture
Definitions159; The sigruficanceof culture 161; How organizational culture
develops161; The diversityof culture 162; The componentsofculture 162;
Classifymg organizational culture164;Assessing organizational culture166;
Measuring organizational climate167; Appropriate cultures168; Supporting
and changing cultures169
PARTID WORKANDEMPLOYMENT
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The of work 175
What is work? 175;Theoriesaboutwork 176; Organizational factors
affecting work178; Changingpatternsof work 181; Unemployment182;
Career expectations183; Attitudesto work 183
Theemploymentrelationship
The employment relationship defined185; Nature of the employment
relationship185; Basis of the employment relationship187; Defining
the employment relationship187; Significanceofthe employment
relationship concept188; Changesin the employment relationship188;
Managing the employment relationship188; Trustand the employment
relationship190
The psychologicalcontract
The psychological contract defined195; The significanceof the psychological
contract 197; Thenatureof thepsychological contract198; The changing
natureof the psychological contract199; The stateofthe psychological
contract202; How psychological contracts develop203; Developingand
maintaining a positive psychological contract204
PARTlV ORGANIZATION, JOBSAND ROLES
16 207
The process of organizing207; Aim208; Conducting organization
reviews209; Organization analysis209; Organization diagnosis210;
Organization planning212; Who does the work?213

4. viii I Contents
17 Organizationaldevelopment 215
What isorganizational development?215; Organization development216;
Change management221; Teambuilding 229; Total quality management229;
Business process re-engineering230; Performance management231;
Organizational transformation231
18 Job design androlebuilding 235
Jobsand roles 235; Factors affecting job designand role building236;
The processof intrinsic motivation237; Characteristicsof task structurt? 237;
Motivating characteristicsof jobs237; What is job design?238; Approaches
tojob design239; Techniques of jobdesign240; Job enrichment241;
Self-managing teams242; High-performancework design243
PART V HUMAN RESOURCEMANAGEMENTPROCESSES
19 StrategicHRM 247
StrategicHRM defined 247; Aim of strategicHRM 248; StrategicHRM and
strategic management248; Origins of the concept of strategicHRM 249; The
meaning of strategicHRM 250; HR strategies253; FormulatingHR strategies
253; Key issues 255; Developing integratedHR strategies256; Conclusion 257
20 Human resourcepolicies 259
What are human resource policies?259; Why have HR policies? 259;
Do policies need to be formalized?260; HR policy areas260; Overall
policy 260; Formulatingor revising policies266
The conceptof competency268; The concept of competence269;
The conceptsof competency and competence distinguished269;
The constituentsof competency 270; Types of competencies271; Describing
competencies273; Using the concept275
22 Job,role and competence analysis 279
Definitions 280; Job analysis281; Role analysis290; Skillsanalysis290;
Competence analysis293; Job descriptions299; Role definitions303
21 Competency-based human resourcemanagement 267
PARTVI EMPLOYEERESOURCING
23 Human resourceplanning 311
Definition 311; The labour market313; Aims 313; Achievingthe aims314;
Employee resourcing strategy316; Turning broad strategies into action plans
317; Scenarioplanning318; Demand forecasting318; Supply forecasting322;
Analysing existinghuman resources323; Employee turnoveror wastage323;
Analysing the effectof promotions and transfers328; Assessing changesin
conditions of work and absenteeism 328; Analysing sourcesof supply328;

5. x I Contents
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31
Performancemanagementsses 439
Key activities439; Roledefinition441;Performance agreements441;
Managing performance throughout the year444;Performance reviews448;
Guidelines for the’meeting450; Conducting a constructive review
meeting 451; Performancerating 452; Documentation 457;Introducing
performance management458; Monitoringand evaluating performance
management463
360-degree feedback
360-degree feedback defined465;Use of360degreefeedback 466;
Rationale for360degreefeedback467; 360degreefeedback-
methodology468; Development and implementation470; 360degree
feedback-advantagesand disadvantages471; 360degreefeedback-
criteria for success 472
PARTVIII HUMAN RESOURCEDEVELOPMENT
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33
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35
Thebasis of human resource development
Definition of human resource development479; Aims 479; Human
resource development activities480; Human resource development
strategy480; The context ofhuman resource development482;
Marketing human resource development483; Evaluatingthehuman
resource development contribution484
465
479
Learning 485
Organizational learning486; How people learn488; Learning theory491;
Conditions for effective learning 494; Thelearning organization496;
Continuous learning and development498; Self-managed learning 498
Personalevelopment
Defined 501;Purpose501; Focus502; Personal development planning-
the overall process502; Idenbfymg development needsand wants504;
Idenbfymg the meansof satisfymg needs504; Actionplanning505;
Responsibility for personal development planning506; Introducing
personal development planning506
Training
Definition 507;Aim507; Benefits 508;Understanding training508;
Training philosophy509; The process oftraining511;I d e n w g
learningand training needs514;Planning training programmes518;
Training techniques521; Conducting training programmes523;
Meeting the training needsof special groups529; Responsibility for
training530; Evaluating training531
507

6. Contents I ix
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27
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Forecasting human resource requirements330; Use of spreadsheets-
flexibility arrangements333; Productivity and costs336; Action planning
337; Overall plan337; The human resource development plan338; The
recruitment plan338; The retention plan339; The flexibility plan341;
The productivity plan346;The downsizing plan346; Control347
Recruitment andselection
The recruitment and selection process349; Definingrequirements350;
Attracting candidates354; Advertising 355; Outsourcing recruitment359;
Educationaland training establishments361; Sifting applications361;
Selection methods368; Types ofinterviews 368; Assessment centres369;
Graphology370; Choice of selection methods370; Improving the
effectivenessof recruitment and selection372; Referencesand offers372
349
Selection interviewing375
Purpose375; Advantages and disadvantagesof interviews376; The nature
of an interview 377; Interviewing arrangements378; Preparation 380;
Thing380; Planning and structuringinterviews 380; Interviewing
approaches382; Interview techniques-startingand finishing385;
Interviewing techniques-asking questions386; Selection interviewing
skills392; Coming to a conclusion394; Dos and don’ts of selection
interviewing 395
Psychological tests 397
Definition 397; Purpose397; Characteristicsof a goodtest 398; mesof
test 399; Interpreting test results402; Choosing tests403; The useof tests
in a selection procedure404
Introductionto
Induction defined405; Why taking care about induction is important406;
Reception407; Documentation408; Company induction-initial briefing409;
Introduction tothe workplace409; Formal induction courses410; On-the-job
induction training411
Releasefrom
General considerations413; Redundancy416; Outplacement419;
Dismissal421;Voluntary leavers424; References426; Retirement 426
PARTVII PERFORMANCEMANAGEMENT
29 The basisof performancemanagement429
Performance management defined429; Purposeof performance
management431; Principlesof performance management431; Concerns of
performance management432; Ethical considerations433; The scopeof
performance management433; Background to performance management436;
The process of performance management437; Conclusion438

7. Contents I xi
36
What is management development?535; Management developmentas
a business-led process536; The impactof management development536;
Management development activities537; The natureof management
development 538; Management development strategy539; Responsibility
for management development539; The basisof management development
543; Approaches to management development544;Anintegrated
approach to management development546;Competency-based
management development547; Development centres548
Definitions 551; Overall aims552; The processof career management552;
Career management policies556; Demand and supplyforecasts 559;
Succession planning559; Performance and potential assessment562;
Recruitment 562; Career planning562
37Careermanagement -managementsuccessionand careerplanning 551
PART D( REWARDMANAGEMENT
38Rewardmanagement systems
Introduction 569; The reward management system569; Components
of a reward system570; The elementsof reward management570;
General factors determining pay levels573; Economic factors affecting
pay levels573; Aims of reward management-the organization’s
requirements 576; Reward aims from the employee’s pointof view 577;
Achieving theaims 578; The new pay579; Reward strategy579;
Reward policy581; Developmentsin thereward management scene582
Job evaluation-definition and purpose585; The key featuresof job
evaluation586; Basicmethodology587; Job evaluation schemes588;
Job ranking589; Job classification589; Internal benchmarking590;
Point-factor rating590; Skill-based evaluation596; Competence-based
evaluation597; Market pricing597; Pros and consof formal job-centred
evaluation598; Isjob evaluation necessary?599; Introducing job
evaluation600; Developing a point-factor scheme602; Conductingthejob
evaluationexercise 605; Equal value609
Purpose611; The conceptof themarket rate 611; The information
required 612; Job matching612; Presentationof data 613; Sources of
information613
39 Jobevaluation
40 Marketrate analysis
569
585
611

8. xii I Contents
41 Pay structures 617
Definition 617; Purpose 617; Criteria for pay structures618; Number of pay
structures619; The basisof pay structures619; Graded pay structures621;
Broad-banded pay structures626; Individualjob ranges628; Job family
structures629; Pay curves 630; Spot rate structures632; Pay spines632;
Pay structures for manual workers633; Integrated pay structures635;
Rate forage scales635; Choice ofstructure 635
63742 Contingentpay
Contingentpay defined 637; The rationale for contingent pay639;
Criteria for contingent pay640; Performance-related pay640;
Competence-related pay645; Contribution-related pay647; Team-based
pay 649; Executive bonus and incentive schemes651; Shop-floor incentive
schemes651; Organization-wide schemes654; Skill-based pay655;
Choice of approach656
Employee benefits659; Occupational pension schemes661; Allowances
and other payments to employees664
43 Employee benefits,pensions andallowances659
44 Managingreward systems 665
Reward budgetsand forecasts 665; Evaluating the reward system666;
Pay reviews668;Control669; Reward procedures670; Responsibility
for reward671; Communicating to employees673
PART X EMPLOYEE RELATIONS
45The employeerelationsframework679
The elementsof employee relations680; Industrial relationsas a system
of rules680; Typesof regulations and rules681; Collective bargaining682;
The unitary and pluralist views684; The reconciliationof interests 685;
Individualismand collectivism686; Voluntarismand its decline686;
The HRM approach to employee relations686; The context of industrial
relations 688; Developmentsin industrial relations689; The current
industrial relations scene691; Findingsof the 1998Workplace Employee
Relations Survey(WEE)692; The parties to industrial relations693
46 Employeerelations -processesandoutcomes701
Employee relations policies702; Employee relations strategies706;
Employee relations climate707; Union recognitionand de-recognition 709;
Collective bargaining arrangements710; Dispute resolution712; Partnership
agreements714; Informal employee relations processes716; Other features
of the industrial relations scene717; Employee relations outcomes719;
Managing withtrade unions 722; Managing withouttradeunions723

9. Contents I xiii
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Negotiatingand bargaining
The natureof negotiating and bargaining727; Negotiations 728;
Negotiating and bargaining skills735
727
Involvementand participation739
Definitions 740;Aims of employee involvementand participation 741;
Forms of employee involvementand participation742; Varieties of
employee involvement and participation744;Attitude surveys746; Quality
circles748; Suggestion schemes750; Joint consultation751; Works
councils753; Workerdirectors 754; Incidence ofinvolvementand
participation754; Requirements for successful employee involvementand
participation755;Planning for involvementand participation 756
Communications 757
Communicationareas and objectives 759; Communicationsstrategy759;
Communication systems761
PART XI HEALTH, SAFETY ANDWELFARE
50 Health and safety 767
Managing healthand safety at work 768; Theimportance of health and
safetyin the workplace768; Health and safety policies769; Conducting risk
assessments770; Health and safetyaudits 773; Safetyinspections775;
Occupational health programmes775; Managingstress 777;Accident
prevention777;Measuring healthand safety performance778;
Communicating the need for better healthand safety practices779;
Health and safety training780; Organizing healthand safety 780
51 services 783
Why provide welfare services?783; Whatsort of welfare services? 785;
Individual services786; Group welfare services789; Provision ofemployee
welfare services789; Internal counselling services790; Employee assistance
programmes 790
PART MI EMPLOYMENTAND HR SERVICES
52Employmentpractices
Terms and conditions and contractsof employment796; Mobility
clauses797; Transfer practices797; Promotion practices798;Attendance
management 799; Equalopportunity801; Ethnicmonitoring 802;
Managing diversity803; Ageand employment 804;Sexual
harassment 805; Smoking 807;Substance abuseat work 807;AIDS 809;
E-mails 809; Bullying 809
795

10. xiv I Contents
53 Humanresourcemanagementprocedures811
Grievance procedure812; Disciplinary procedure813; Capability
procedure 815; Redundancy procedure817
54 HR informationandrecordsystems821
Introduction 821; Benefits of a computerizedhuman resource information
system 822;Information technology strategy823;Developing aninformation
system 825; Examplesof applications 828; Manual records834
APPENDICES
AppendixATrainingtechniques
On-the-job training techniques837;On- or off-the-job training
techniques 839; Off-the-job training techniques845
Appendix B HR recordforms
Basic record card854;Monthly analysisof leavers 855;Monthly/annual
summaryof absence 856; Quarterlyreturn-employment, labour turnover
and earnings857
References
. Subjectindex
Author index
837
853
859
885
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