introduction to human resource second edition paul banfield & rebecca kay OXFORD UNIVERSITY PRESS

introduction to human resource second edition paul banfield & rebecca kay OXFORD UNIVERSITY PRESS

Contents in full List of Case Studies About the Authors About the Book How to Use This Book How to Use the Online Resource Centre Acknowledgements xv xix xxi xxii xxiv xxvi Part 1 Foundations of Human Resource Management Chapter 1 Chapter 2 The Management of Human Resources Managing people in the twenty-first century Connecting the past to the present Today's challenges Deconstructing human resource management Employees as human beings People as a resource Management A philosophy of management Q. Review questions ^X Case study ^ Further reading @ References HRM: An Academic and Professional Perspective The challenge in managing people The rise of Human Resource Management And then came Strategic Human Resource Management (SHRM)! The HRM and performance debate HR-a critical perspective Adding value and transforming the HR function Rationality in HR What is the future for HR? ^) Review questions ^Y Case study @ Further reading fife References 3 4 4 7 9 13 14 20 22 26 27 28 28 30 30 32 33 33 36 41 42 43 48 52 54 55 56 56 57 58

d Chapter 3 A Strategic Perspective on Human Resource Management 60 "- 61 ~ Why is being strategic so important and what does it mean? 63 z Criteria for determining strategic contribution and outcomes 65 2 The difficulties of knowing what being strategic means! 67 8 What can HR learn from the strategy gurus? 72 The contribution of Hamel and Prahalad 75 Are HR strategies uniquely different? 77 The concept of fit and integration 78 The resource-based view of the firm 81 83 ^r) Review questions 84 O* Case study 84 @ Further reading 88 @ References 88 I Part 2 Operational Challenges 91 Chapter 4 Recruitment and Selection 93 94 Why is recruitment and selection so important? 95 Why is it important to make the right recruitment and selection decisions? 97 Alternative challenges and perspectives 98 The impact of economic downturn 99 A summary of different recruitment situations 99 An economic perspective on recruitment and selection 100 Calculating recruitment costs 101 Labour markets 103 The role of fairness in recruitment 104 Identifying recruitment requirements 104 Defining recruitment requirements 105 Job description ' 105 The person-organization fit 105 Person specification 106 Job competencies 107 Attracting the right applicants 108 Employer branding 111 Recruitment advertising 111 CV or application form? 112 The role of social networking sites 112 Handling applications 113 Other checks 113 Assessing and selecting 113 The importance of predictive validity 114 Selection interviews 115 An applicant perspective 117 118

^) Review questions 118 «X Case study 119 @ Further reading 120 @ References 120 n O Chapter 5 Managing Employee Relations 122 123 The origins and scope of industrial (or employment) relations 123 The influence of academics 124 Rules in employment relations 126 Perspectives on employment relations 130 What is a trade union? 131 Union recognition 133 Rights, obligations, and immunities of trade unions, members, and representatives 134 The contemporary role of trade unions 134 Why do employees join a trade union? 136 Collective bargaining 137 Industrial action 138 Strategies for improving poor industrial relations 140 Employee relations in non-unionized environments 142 Information and consultation 142 Consultation in pan European countries 143 The psychological contract 144 146 ^) Review questions 146 Otf Case study 147 @ Further reading 148 @ References 148 Chapter 6 Managing Discipline and Grievance 149 150 Context and culture '. 150 Failure to respond effectively 151 Choices in the handling of discipline 152 Alternatives to disciplining people 153 Consequences of poor decisions in handling disciplinary matters 154 Unconventional approaches to discipline at work 155 Admitting mistakes encouraging openness 156 A more conventional approach to misconduct 157 The relationship between minor and major breaches in standards 159 Disciplinary procedures and the role of the law 162 Disciplinary stages 162 Gross misconduct 163 The roles of HR and line managers 163 Appeals 164 Managing specific types of behaviour 166 Absence management 167

o u Grievance procedures Grievance procedures and the law Frequent causes of grievances Complaints about a manager $0 Review questions ^X Case study @ Further reading @ References 167 168 168 169 170 171 171 172 173 Chapter 7 Chapter 8 Equality and Diversity in Employment Unlawful discrimination The origins of equal opportunities The business case for diversity Stereotype, prejudice, and discrimination Approaches to fair employment Partial or non-compliance Compliant/reactive Proactive Legal framework Direct discrimination Indirect discrimination Genuine occupational qualification Disability discrimination What is a'disability'? Reasonable adjustments Facts and figures behind disability Age discrimination Service-related benefits Retirement provisions Equal pay The burden of proof ' ' Recommended best practice in equal opportunities Work-life balance and family-friendly legislation The impact of poor work-life balance Addressing work-life balance Harassment and bullying What is 'harassment'? 0?) Review questions ^X Case study ^ Further reading @ References International Human Resource Management International HRM Globalization 174 175 175 176 177 180 181 181 183 183 184 186 187 188 188 189 189 190 191 192 193 193 196 196 197 198 198 200 201 202 206

The international HR manager and culture 208 Key cultural concepts 211 Culture shock 211 International management competences 215. 217 tf) Review questions 218 O* Case study 218 @ Further reading 220 tift References 220 Part 3 HRM Processes 221 Chapter 9 HR Planning and Measurement 223 224 The planning process 228 Manpower planning or HRP? 229 HRP measurement and metrics 234 Absence 235 Turnover " 238 Stability. 239 Vitality 240 Measurement in HR-the wider debate 241 Measurement in HR-some important reservations 245 ( 247 f^j Review questions 248 V* Case study 248 @ Further reading 249 @ References 250 x ' ) ChapterlO Learning and Development 251 252 'Learning' was 'training' 254 Why train employees? < -, 254 Criticisms of training 256 Oh a more optimistic note 260 Different perceptions of the value of training 260 Training as a cost 260 Training as an investment 261 The measurement and evaluation of training - 262 Developments in workplace learning 264 Coaching 265 The growth of e-learning 266 Forms of e-learning 266 Understanding and managing the learning process. 267 The Kolb learning cycle 268 Experiential learning at work 269 Learning styles 270 Steps in learning 271 Moving forward-the power of accelerated learning 273

O 275 ^jr? Review questions 276 V^ Case study 276 ^^ Further reading 277 ft References 278 Chapter 11 Managing Performance 280 281 Basic requirements of managing performance 282 The performance management cycle 283 Making sense of performance 284 Employ only talented people? 284 The search for conceptual clarity-what does 'performance' actually mean? 286 Motivation and performance 288 Understanding what influences performance 291 Understanding different performance situations 292 The role of the manager in performance management 294 The performance appraisal process 295 Rating performance ' 296 Setting objectives 300 Direct objectives 300 x '' J Indirect objectives 300 The drawbacks of setting objectives 301 Giving effective feedback 301 360 feedback 302 Development plans 303 Managing problem performance 303 304 ^F 5 Review questions 305 O* Case study 305 @ Further reading t,,. 307 @ References 307 Chapter 12 Managing Rewards 309 310 Putting rewards in context 310 Current issues in reward management 312 What do we mean by rewards? 312 Characteristics of rewards 313 Rewards categories 314 The cases for and against incentive-based rewards 316 The status of rewards 319 Rewards as rights 319 Rewards that are conditional or contingent 320 Rewards that are discretionary 322 Determining pay 323 Typical hourly payment systems : 324

Performance-related pay (PRP) 326 g Incremental pay schemes 327 z Contemporary reward practices 328 z Evaluating the effectiveness of reward management 329 ^ 331 _,_, fy Review questions 331 r; *V Case study 332 @ Further reading 333 ih References 334 Part 4 Case Studies 335 Chapter 13 Case Study: Setting up an Assessment Centre 337 338 Background to Fulney pic 341 Elements of construction of assessment centres 341 Assessment criteria 341 Presenting the organization 344 Exercises 344 Testing exercises 344 Other activities 346 Aptitude tests 346 Personality tests 347 Presentation about the organization 347 Social event 347 Tour of the workplace 348 Design elements 348 Assessor training 349 Measurement and evaluation 349 350 O* Case studies 350 The difficult candidate ' 350 The candidate with dyslexia 351 The problem assessor 351 @ References 351 -. 1-7 Chapter 14 Case Study: HR and the New Opening 353 354 The background 355 Designing the organizational structure 355 Staffing the hotel 357 Induction 358 Training 360 Performance review and appraisal 362 364 ^tt Case studies 365 Joe's case 365 Cathy's case. 365

Bens case Allegations of bullying j References Chapter 15 Case Study: The Role of HR in Closing a Factory Background to Standard Tools Union involvement Background to the decision to close Implications Project management Working as a team Communicating the decision to close Press release The consultation process Collective redundancy Managing and selecting for redundancy The key stages in the redundancy process Selecting for redundancy Managing the transfer of employees from the old to the new location ^X Case studies The team leader The warehouse operative The key manager who drives The key manager who cycles @ References 366 366 367 368 369 369 370 370 371 372 373 374 374 375 376 377 378.378 379 380 381 381 381 381 382 382 Glossary Index 383 388