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2 List of figures List of tables About the authors About the contributors Preface Authors' acknowledgements Tour of the book HRM as I see it: video and text feature Publisher's acknowledgements Key topics grid xviii xx xxi xxii xxv xxxiii xxxiv xxxvi xxxviii xl the arena of contemporary human resource management 1 1 the nature of contemporary HRM John Bratton 2 Outline 2 Objectives 2 Introduction 3 The development of HRM 3 Keynesianism: collectivism and personnel management 3 HRM in practice 1.1: A new role for HR professionals 4 Neo-liberalism: individualism and HRM 5 Management and HRM 6 The meaning of 'human resource' 8 The meaning of 'management', 9 The nature of the employment relationship 9 Scope and functions of HRM 13 Theoretical perspectives on HRM 16 HRM in practice 1.2: Twenty-first-century senior HR leaders have a changing role 17 The Fombrun, Tichy and Devanna model of HRM 18 The Harvard model of HRM 18 The Guest model of HRM 20 The Warwick model of HRM 22 The Storey model of HRM 22 HRM and globalization: The HRM model in advancing economies? 24 Ulrich's strategic partner model of HRM 25 Studying HRM 27 Critique and paradox in HRM 30 VIII

3 ix Case study: Canterbury Hospital 33 Further reading to improve your mark 34 2 corporate strategy and strategic HRM John Bratton 37 Outline 37 Objectives 37 Introduction 38 Strategic management 38 Model of strategic management 39 Hierarchy of strategy 41 Ethics and corporate social responsibility 44 Business ethics 44 Corporate social responsibility 45 HRM in practice 2.1: Killer chemicals and greased palms 46 Exploring corporate sustainability 48 Strategic HRM 50 HRM and globalization: Business urged to keep on eco-track 52 HRM in practice 2.2: More women leaders: the answer to the financial crisis? 54 The matching model 55 Human resources strategy models 56 The control-based model 56 The resource-based model 58 An integrative model of human resources strategy 60 Critiquing SHRM and models of human resources strategy 62 Case study: Zuvan Winery 65 Further reading to improve your mark 66 3 HRM and performance John Bratton 69 Outline. 69 Objectives 69 Introduction 70 Rationale for evaluating HRM 70 Modelling HRM and performance 71 Human resource management 72 Employee performance measures 72 Organizational performance measures 73 Other factors, 73 Demonstrating the HRM-performance relationship "^ 74 Embedding performance 77 HRM in practice 3.1: HR 'can lower NHS death rates' 78 Questioning research on the HRM-performance relationship 80 Research design issues 81 HRM and globalization: Evaluating HR practices: the role of qualitative methods 88 Context, people and the social relations of performance 92

4 Case study: Vogue Apparel 100 Further reading to improve your mark 101 the micro context of human resource management work and work systems John Bratton 106 Outline 106 Objectives 106 Introduction 107 The primacy of work thesis 107 The nature of work 110 HRM in practice: 4.1: Emotion at work 112 Job design 114 Classical work systems: scientific management 115 Scientific management 116 Fordism 117 HRM and globalization: Bureaucracy 118 Sociotechnical work systems: the neo-human relations movement 119 Post-bureaucratic work systems: the self-management movement 125 Team-based systems 125 HRM in practice 4.2: The home office 126 Japanese work systems 127 High-performance work systems 128 Business process re-engineering 129 Knowledge-based work systems 130 Work redesign, sustainability and HRM 131 Tension and paradox 135 HRM in practice 4.3: Technology and HR 136 Case study: Currency, Inc. 139 Further reading to improve your mark organizational culture and HRM John Bratton 143 Outline 143 Objectives 143 Introduction 144 Culture and modernity 144 Organizational culture 148 HRM and globalization: Multiculturalism's magic number 149 HRM as I see it: Keith Stopforth, Bupa Health and Wellbeing 153 Perspectives on organizational culture 153 Managerially oriented perspectives 153 Critically oriented perspectives 155 HRM in practice 5.1: Management surveillance: someone's watching you Managing culture through HRM 159 Leading cultural change 161

5 xi Reframing of social networks and meanings 161 HRM practices to change culture 161 Sustainability and green HRM 162 HRM in practice 5.2: Can we measure changes in organizational culture? 164 Paradox in culture management 167 Case study: Big Outdoors 170 Further reading to improve your mark 171 employee resourcing workforce planning and talent management Jeff Gold 174 Outline 174 Objectives 174 Introduction 175 People and planning 175 Manpower planning 176 Diagnosing manpower problems 178 Employee turnover 179 Human resource planning 180 Workforce planning 182 HRM in practice: 6.1: Planning the headcount on the policy roller-coaster 183 The use of ICT in workforce planning 184 Flexibility 186 Flexible working today 187 Teleworking 188 Offshoring and outsourcing 190 Attitudes to work 192 Redundancy 193 Talent management 194 Succession planning 196 HRM as I see it: Sarah Myers, Sky 197 Career management 198 Diversity management 201 HRM and globalization: What to do about macho? 202 Human resource accounting 204 Case study: TNNB Ltd 207 Further reading to improve your mark recruiting and selecting employees Jeff Gold 211 Outline Objectives 211 Introduction 212 Recruitment and selection policies 212 HRM in practice 7.1: Employer branding and the employment 'deal' 214 Recruitment and attraction 215 HRM as I see it: Tania Hummel, Macmillan Publishers 215

6 xii contents Fitting the person to the environment, organization and job 216 Recruitment channels 221 Internships or placements 223 Job descriptions 223 Selection 226 HRM in practice 7.2: Trapped in the 'marzipan layer' 227 Reliability and validity issues 229 CVs and biodata 229 Selection interviewing 230 HRM and globalization: Unpacking the meaning of credentials 231 Psychometric testing 234 Online testing 237 Assessment centres 239 Pre-employment activities 240 Case study: Watson and Hamilton Lawyers 242 Further reading to improve your mark 243 employee performance and development performance management and appraisal Jeff Gold 248 Outline 248 Objectives 248 Introduction 249 Performance measurement and human resource management 249 The purpose and processes of performance management 252 Performance, judgements and feedback 256 HRM in practice 8.1: Performance target culture: 'I have been near breaking point...' 258 Appraisal interviews 259 Performance and development 263 HRM and globalization: Mindset: how views of ability influence the quality of performance appraisals 265 Approaches to rating performance 270 Self-appraisal 272 Multisource feedback 273 Case study: Robertson Engineering 277 Further reading to improve your mark human resource development and workplace learning Jeff Gold 281 Outline 281 Objectives 281 Introduction 282 The meaning of HRD 282 Strategy and HRD 283 Diversity and HRD 287

7 xiii National HRD 288 Investors in People 292 Union learning 293 The vocational education system 293 Apprenticeships 296 Implementing HRD 297 A systematic training model 298 An integrated and systemic approach ^ 301 Coaching 303 HRM as I see it: Helen Tiffany, Bee Development 306 Evaluation and transfer of training 306 Workplace learning 309 The learning organization 310 Understanding learning 311 Organizational learning 314 HRM and globalization: Learning in a global context 315 Knowledge creation and management 317 HRM in practice 9.1: Managing knowledge 318 e-learning 321 Case study: Volunteers Together 324 Further reading to improve your mark leadership and management development Jeff Gold 328 Outline 328 Objectives 328 Introduction 329 Meanings of leadership, management and LMD 329 The reality of leadership and management work 330 Defining LMD 331 HRM and globalization: Leadership at Starbucks 332 Strategic LMD 333 HRM in practice 10.1: Much too macho? 334 Strategy and LMD in organizations 336 Evidence for LMD 337 Implementing LMD 339 Models of leaders and managers. 339 Assessing the need for LMD 343 Approaches to learning in LMD 344 Providing activities for LMD 346 Can LMD activities add value? 352 Developing leaders and managers in small and medium-sized enterprises 354 LMD in SMEs 354 LMD provision for SMEs 355 Case study: The City of Sahali 357 Further reading to improve your mark 358

8 xiv contents the employment relationship reward management John Bratton 362 Outline 362 Objectives 362 Introduction 363 The nature of reward management 363 A model of reward management 366 HRM in practice 11.1: 'Duvet days' or 'presenteeism'? 367 Pay and work motivation 368 HRM and globalization: Building a hybrid at Samsung 373 The strategic pay paradigm 374 HRM in practice 11.2: Performance-related pay 376 Variable payment schemes in UK workplaces 378 Job evaluation and internal equity 380 Gathering the job analysis data 382 Selecting compensable factors 382 Evaluating the job 382 Assigning pay to the job 384 Establishing pay structure and levels 384 The role of collective bargaining and government in determining pay 387 Equal pay legislation 388 Regulation of low pay 390 Tension and paradox 391 HRM as I see it: Ruth Altman, Freelance HR Practitioner 393 Case study: Cordaval University 394 Further reading to improve your mark industrial relations John Bratton 398 Outline 398 Objectives 398 Introduction 399 The nature of industrial relations 399 Understanding why employees join trade unions 401 Trades unions in action 401 HRM and globalization: The role of unions in South Africa 403 The legal context of industrial relations 404 Management strategies 406 Trade unions 409 HRM in practice 12.1: BA told to hit union 'where it hurts' 410 Union membership 411 Interpreting union decline 412 Union structure 413 HRM as I see it: Ray Fletcher OBE, Unite the Union 415 Collective bargaining 415 Collective bargaining structure 416 The collective agreement: an overview 419

9 xv Trade unions and HRM 419 Union strategies and paradox 421 HRM in practice 12.2: Partnership arrangements: the end of an era? 425 Case study: Rama Garment factory 426 Further reading to improve your mark employee relations and involvement John Bratton 430 Outline 430 Objectives 430 Introduction 431 The nature of employee relations 431 Employee communication 434 HRM as I see it: Keith Hanlon-Smith, Norland Managed Services 435 A communications model 436 HRM in practice 13.1: Creating union-free workplaces 438 Direct communication methods 439 Information disclosed by management 440 Employee involvement and participation 441 HRM and globalization: A warm welcome to the kooky and the wacky 442 A general theory of employee involvement 444 Indirect employee participation 447 Models of joint consultation 447 Extent of joint consultation 448 The structure and operation of joint consultative committees 449 European Works Councils 451 Employee involvement and paradox 452 Employee rights and grievances 453 Employee rights 453 Employee grievances 454 Sexual harassment as an employee relations issue 454 Employee discipline 456 HRM in practice 13.2: Bullying at work: 'My life became a living hell..." 457 Disciplinary concepts 458 Case study: Hawthorne Pharmaceuticals 459 Further reading to improve your mark health and safety management John Bratton 463 Outline 463 Objectives 463 Introduction 464 Sustainable health, wellness and human resource management 464 The changing approach to workplace health and safety 466 The importance of health and wellness 468 Economic considerations 468 Legal considerations 469 Psychological considerations 469 Ethical considerations 470

10 xvi contents Health and safety legislation 470 The Robens Report 471 The Health and Safety at Work etc. Act European Union health and safety legislation 472 Workplace health and wellness issues 474 Health issues 474 HRM in practice: 14.1: Juggling work and life 477 HRM in practice 14.2: Work-related stress 482 Workplace wellness 488 Workplace and community health 489 HRM and globalization: Food and eating at work: a matter of taste, politics or basic human rights? 490 Paradox in workplace health and wellness 491 Case study: The City of Kamloops 494 Further reading to improve your mark 495 the global context of human resource management international HRM John Bratton 500 Outline 500 Objectives 500 Introduction 501 Global capitalism 501 Typologies of global business strategy 503 The integration-responsiveness grid 504 International human resource management 507 Global capitalism and employment relations 507 HRM and globalization: Is 'the race to the bottom' an inevitable consequence of globalization? 508 IHRM and SIHRM 509 HRM in practice 15.1:'We are disposable people...' 510 A model of SIHRM 511 HRM as I see it: Lesley White, Huawei Technologies 513 The internationalization of HRM practices 514 International recruitment and selection 515 International rewards 517 International training and development 518 International performance appraisal 518 Repatriation 520 The convergence/divergence debate 521 HRM in practice 15.2: Japanese CEO breaks stereotype by firing 14,000 staff 522 Case study: ICAN 526 Further reading,to improve your mark 527

11 xvii 16 recession, sustainability, trust: the crisis in HRM John Bratton and Jeff Gold 530 Outline 530 Objectives 530 Introduction 531 Post-crisis recession and sustainability 531 The profession of HRM and trust 534 The crisis in HRM 535 Towards a practice perspective in HRM 540 Towards critical HRM pedagogy 543 Final comment 545 Appendix A: the European Union Social Charter 546 Bibliography 547 Name index 606 Subject index 616