Human Resource Management at Work People Management and Development 4th edition Mick Marchington and Adrian Wilkinson (with Lorrie Marchington for Chapters 7-9) Chartered Institute of Personnel and Development
Contents ACKNOWLEDGEMENTS IX ACRONYMS AND WEBLINKS INTRODUCTION TO THIS EDITION XIII HOW TO USE THIS BOOK BOOK MAP xv XVII PARTi Chapter 1 Chapter 2 Chapter 3 HRM, STRATEGY AND PERFORMANCE HRM, Strategy and the Global Context The Meanings of HRM Business and Corporate Strategies Stakeholders, Corporate Responsibility and Diversity International and Comparative HRM Forces Shaping HRM at Work Work in its Contemporary Context Labour Markets and Patterns of Employment Flexibility and Fragmentation at Work The Legal Framework for HRM The Institutional Framework for HRM High Commitment HRM and Performance ^^V. Defining and Measuring High Commitment HRM Bundles of Human Resource Practices HRM and Performance Raising Questions About the HRM-Performance Link The Universal Application of Best Practice HRM 3 3 4 10 V 25 40 44 45 "" 45 46 54 62 67 78 89 89 9i 91 92 109 114 124 133 137 138
HRM at Work Chapter 4 Designing HRM to Fit Organisational Goals 139 139 'Best Fit' HRM: Product Markets and Competitive Strategy 142 Limitations of 'Best Fit' Models 154 Resource-based and Institutional Views 160 Converting HR Strategy into Practice: Blocks and Barriers 169 175 176 Chapters Changing Models of HR Service Delivery 177 177 The Development of H R as a Specialist Function 178 Analysing the Role of the H R Function 183 Alternative Models of HR Delivery: Outsourcing and Shared Service Centres 191 Outsourcing 191 Shared Service Centres 196 Future Careers for HR Specialists 199 Line Managers and HRM 200 Measuring the Contribution of the HR Function 212 219 220 PART 2 RESOURCING 221 Chapter 6 Staffing and Resourcing the Organisation 223 223 HR Planning, Labour Turnover and Employee Retention 224 Job and Role Analysis 233 Job Descriptions, Person Specifications and Competency Frameworks 235 Recruitment Methods 240 Choosing the Best Selection Methods 248 Differing Paradigms of Selection 258 261 261 Chapter 7 Performance Management 263 263 Performance Management Systems 265 Induction and Employee Socialisation 266 Performance Review 272 Reinforcing Performance Standards 287 Counselling and Support 304 305 306
Contents PART 3 Chapter 8 Chapter 9 PART 4 DEVELOPMENT Vocational Education, Training and Skills Skills in the UK: International Comparisons and Future Predictions Establishing a Culture of Lifelong Learning in the Workplace Government Initiatives to Develop Skills Assessing the Contribution of VET to Skill Improvement Learning and Development at Work Definitions and Terminology The Process of Learning The Training Process System Promoting a Learning and Development Culture The Role of the Line Manager Trends and Developments in Learning Interventions RELATIONS 307 309 309 310 313 318 333 339 341 342 342 343 345 349 362 364 366 378 379 381 Chapter 10 Chapter 11 Managing Worker Voice Management's Role in Employee Relations The Extent and Nature of Union Recognition Working with the Unions Edging out the Unions Managing without Unions Collective Bargaining From Industrial Democracy to Employee Involvement and Participation (ElP) Employee Voice and Social Partnership Fairness at Work: Procedures and Policies The Nature and Extent of Procedures The Case for Procedures Disciplinary Procedures Tribunals Statutory Grievance Procedures 383 383 385 388 391 393 396 400 403 408 420 421 422 422 425 428 431 437 440
HRM at Work Line Managers and the Use of Procedures 440 The Contribution of HR Specialists to the Bargaining Process 446 449 450 PART 5 REWARD 451 Chapter 12 Motivation and Pay Systems 453 ' 453 Theories of Motivation and Rewards 455 Reward Management in Context 460 Types of Payment Scheme 467 In Search of the Happy Workplace 485 486 487 Chapter 13 Equity and Fairness in Reward Management 488 488 Job Evaluation 490 Equal Value Considerations 496 Pensions 501 Flexible Benefits 504 Harmonisation 505 Non-financial Rewards and Recognition ' 508 514 515 PART 6 RESEARCH AND CHANGE MANAGEMENT SKILLS 517 Chapter 14 Research and Change Management Skills 519 519 Identifying the Broad Topic Area 521 Selecting a Topic for the Project 521 Deciding on the Approach and Formulating the Plan 524 Collecting Information and Analysing Data 530 Research Approaches 531 Methods of Research 533 Presenting Findings: The Structure of the Report 542 Implementing Recommendations for Change 546 550 551 BIBLIOGRAPHY 552 INDEX 611