Sale!

Human Resource Management The Key Concepts Routledge Key Guides 1st Edition by Chris Rowley, Keith Jackson ISBN 0415440424 9780415440424

Original price was: $50.00.Current price is: $35.00.

Human Resource Management The Key Concepts Routledge Key Guides 1st Edition Chris Rowley Digital Instant Download

Author(s): Chris Rowley, Keith Jackson
ISBN(s): 9780415440424, 0415440424
Edition: 1
File Details: PDF, 2.13 MB
Year: 2010
Language: english
SKU: EB-2406598 Category: Tags: ,

Human Resource Management The Key Concepts Routledge Key Guides 1st Edition by Chris Rowley, Keith Jackson – Ebook PDF Instant Download/Delivery: 0415440424, 9780415440424
Full download Human Resource Management The Key Concepts Routledge Key Guides 1st Edition after payment

Product details:

ISBN 10: 0415440424 
ISBN 13: 9780415440424
Author: Chris Rowley, Keith Jackson

A concise, jargon-free guide that covers the main practices and theories that constitute human resource management (HRM). The entries, defined and discussed by a range of international contributors, are drawn from following areas: Employee resourcing The management of employee rewards Developing employees Maintaining good employee relations Tackling emerging issues in the workplace @text:Fully cross-referenced, with suggestions for further reading throughout, this book is a valuable reference for students and professionals seeking to understanding more about the what, why and how of HRM.

Human Resource Management The Key Concepts Routledge Key Guides 1st Table of contents:

  1. HRM: putting people in boxes?
  2. A brief history of people management
  3. Personnel management
  4. HRM as a ‘paradigm shift’
  5. HRM as a management concept
  6. Linking HRM to performance
  7. HRM across business sectors
  8. HRM across national contexts
  9. HRM: a working definition
  10. HOW TO USE THIS BOOK
  11. Aims and design
  12. Concept selection
  13. Accommodating a variety of learning styles
  14. HRM research approaches
  15. Key HRM areas and concepts
  16. Employee resourcing
  17. Employee rewards
  18. Employee development
  19. Employee relations
  20. Emerging issues
  21. HUMAN RESOURCE MANAGEMENT
  22. ASSESSMENT
  23. Assessment as a core HRM intervention
  24. Actively assessing performance
  25. Suggested further reading
  26. BEST PRACTICE
  27. What are best practices?
  28. Universal application of best practices
  29. Critical views of best practices
  30. Best practice in HRM: the convergence/divergence debate
  31. Suggested further reading
  32. CAREER DEVELOPMENT
  33. Definitions
  34. Career development programmes
  35. Career paths: traditional versus boundaryless
  36. Managing global careers
  37. Suggested further reading
  38. COLLECTIVE BARGAINING
  39. Background
  40. Purpose
  41. Application
  42. Complexity: conflict and co-operation
  43. International comparisons
  44. Diminishing significance?
  45. Suggested further reading
  46. COMPENSATION STRATEGIES
  47. Key questions in compensation strategy
  48. Suggested further reading
  49. CONFLICT MANAGEMENT
  50. The nature of conflict
  51. Comparing types of industrial action
  52. Industrial action: international comparisons
  53. Calculating strike data
  54. A little understood phenomenon
  55. Suggested further reading
  56. CONTRACTS OF EMPLOYMENT
  57. International comparisons
  58. Key elements in contract design
  59. Legal status
  60. The contract as process
  61. Markets for employment
  62. Suggested further reading
  63. CROSS-CULTURAL TRAINING
  64. Cross-cultural management training (CCMT)
  65. CCMT programme design, methodology and effectiveness
  66. Suggested further reading
  67. CULTURAL AND EMOTIONAL INTELLIGENCE
  68. Definition
  69. Metacognitive/cognitive CQ
  70. Motivational CQ
  71. Behavioural CQ
  72. Cross-cultural competencies, skills and abilities
  73. Types of intelligence?
  74. Suggested further reading
  75. DEVELOPMENT
  76. Purpose of development needs assessment
  77. Needs assessment phases
  78. Phase 1: assessment phase
  79. Organisational analysis
  80. Job and task training analysis
  81. Person analysis
  82. Phase 2: measurement phase
  83. Phase 3: evaluation phase
  84. Suggested further reading
  85. DISCRIMINATION
  86. Whither discrimination?
  87. The need for positive action
  88. Ensuring objectivity
  89. Suggested further reading
  90. DISPUTE SETTLEMENT
  91. Conciliation
  92. Mediation
  93. Arbitration
  94. Key issues
  95. Suggested further reading
  96. DIVERSITY MANAGEMENT
  97. What is ‘diversity management’?
  98. Managing diversity and equal opportunities
  99. Connecting with HRM?
  100. What happens in practice?
  101. Suggested further reading
  102. EMPLOYEE INVOLVEMENT ANDPARTICIPATION
  103. Background
  104. Supporting organisational objectives
  105. Implications for HRM practice
  106. Suggested further reading
  107. EMPLOYMENT RELATIONS
  108. Management
  109. Academic industrial relations
  110. Suggested further reading
  111. EXECUTIVE REWARDS
  112. Problems with stock options
  113. Social perceptions of executive rewards
  114. Executive rewards: an ongoing controversy
  115. Suggested further reading
  116. EXPATRIATE PAY
  117. Expatriate compensation systems
  118. Balance sheet approach
  119. Expatriate profiles
  120. Global compensation strategies
  121. Suggested further reading
  122. FRAMES OF REFERENCE
  123. Three frames of reference: unitarism, radicalism, pluralism
  124. Unitarism
  125. Pluralism
  126. Radicalism
  127. Challenges to the ‘three frames’ approach to ER
  128. Suggested further reading
  129. GRIEVANCE AND DISCIPLINARYPROCEDURES
  130. Defining key terms
  131. Managing problem behaviour
  132. Why have grievance and disciplinary procedures?
  133. Examples of disciplinary procedures: unfair dismissal
  134. Examples of grievance procedures
  135. Implications
  136. Suggested further reading
  137. HEALTH AND SAFETY
  138. Formal OHS legislation
  139. Accidents at work
  140. Attitudes to safety
  141. Current developments
  142. Suggested further reading
  143. HUMAN RESOURCE PLANNING
  144. Purpose
  145. Core aspects
  146. Links to business planning
  147. HRP and ‘soft’ interpretations of HRM
  148. Organisational variables
  149. Suggested further reading
  150. INDUCTION
  151. Induction processes
  152. Types of induction
  153. Building a successful employment relationship
  154. Suggested further reading
  155. INFORMATION SYSTEMS
  156. Resourcing employees
  157. Employee training and development
  158. Employee rewards
  159. Suggested further reading
  160. INTERNATIONAL HRM
  161. Defining IHRM
  162. Differences between domestic HRM and IHRM
  163. IHRM in the literature
  164. Globalisation and HRM
  165. Suggested further reading
  166. JOB PLANNING
  167. Comparing methodologies
  168. Comparing traditions
  169. Job planning and radical change
  170. Links to other HRM processes
  171. Suggested further reading
  172. KNOWLEDGE MANAGEMENT
  173. Definition of knowledge
  174. The KM process
  175. Innovation management and KM
  176. Suggested further reading
  177. LABOUR MARKETS
  178. Wage and benefit surveys
  179. Problems with market survey procedures
  180. Benchmarking from survey data
  181. Suggested further reading
  182. LEADERSHIP DEVELOPMENT
  183. Definitions
  184. Leadership development programmes
  185. 1 Select target audience
  186. 2 Develop organisational competencies and the leadership pipeline
  187. 3 Build individual development plan
  188. 4 Employ development initiatives
  189. 5 Implementation and ongoing maintenance
  190. Change in leadership development programmes
  191. Suggested further reading
  192. LEGAL ASPECTS
  193. Origins of the legal contract of employment
  194. Terms of employment contracts
  195. Problems of managing legal employment contracts
  196. Suggested further reading
  197. MANAGEMENT STYLES
  198. Definitions and types
  199. Usefulness of styles
  200. Problems with styles
  201. Suggested further reading
  202. MODELS OF HRM
  203. Working with models of HRM
  204. The cultures of HRM modelling
  205. Conflicting interpretations of models
  206. Learning from models of HRM
  207. Suggested further reading
  208. MOTIVATION AND REWARDS
  209. Motivation theories
  210. Incentive pay
  211. Motivation and rewards
  212. Suggested further reading
  213. NON-MONETARY REWARDS
  214. Perquisites
  215. Recognition awards
  216. Psychic pay
  217. Worksite policies
  218. Family friendly policies
  219. Suggested further reading
  220. ORGANISATIONAL EXIT
  221. Means of ending the relationship
  222. Impact on morale
  223. Trying to retain employees
  224. Community of employees
  225. Suggested further reading
  226. ORGANISATIONAL LEARNING
  227. From learning to a learning organisation
  228. Various perspectives of OL
  229. Electronic learning (e-learning)
  230. Suggested further reading
  231. OUTSOURCING
  232. Advantages and disadvantages of HRM outsourcing
  233. Reasons for HRM outsourcing
  234. Types of HR activity to be outsourced
  235. Trends in HRM outsourcing
  236. Monitoring and measuring HRM outsourcing
  237. Suggested further reading
  238. PENSIONS AND OTHER BENEFITS
  239. Benefit types
  240. Differentiation
  241. Trends in benefit planning
  242. Suggested further reading
  243. PERFORMANCE AND REWARDS
  244. Performance planning
  245. Communicating performance expectations
  246. Performance context
  247. Performance period
  248. Periodic performance summaries
  249. Managing and rewarding team performance
  250. Linking performance criteria and rewards: the merit matrix
  251. Suggested further reading
  252. PERFORMANCE MANAGEMENT
  253. Overview of PM programmes
  254. PM cycle, methods and techniques
  255. PM for a global workforce
  256. Suggested further reading
  257. PSYCHOLOGICAL CONTRACT
  258. Visualising the psychological contract
  259. Criticisms
  260. A work in progress
  261. Suggested further reading
  262. RECRUITMENT
  263. A plan of action
  264. Using outside agents
  265. Suggested further reading
  266. RESOURCING
  267. Case study of using the three Rs
  268. Suggested further reading
  269. RETENTION
  270. Crucial factors in retention
  271. Value of retaining employees
  272. Suggested further reading
  273. SELECTION
  274. Processes
  275. Methods
  276. Suggested further reading
  277. STRATEGIC HRM
  278. Organisational strategy
  279. HRM strategies
  280. Contents of a global HRM strategy
  281. Contemporary issues impacting on strategy
  282. Suggested further reading
  283. TALENT MANAGEMENT
  284. The meaning of talent
  285. Managing ‘talent’ in organisations
  286. Implications for HRM activity
  287. How well do HRM professionals understand talent?
  288. Emerging issues
  289. Suggested further reading
  290. TEAMS
  291. Characteristics, membership compositions, roles and dynamics
  292. Team development
  293. Virtual teams
  294. Suggested further reading
  295. TRADE UNIONS
  296. Origins and development
  297. Trade union purpose and function
  298. Trade union renewal
  299. Suggested further reading
  300. TRAINING AND DEVELOPMENT
  301. Differences in terms
  302. Training
  303. Education
  304. Development
  305. Learning
  306. Coaching and mentoring
  307. Other types of development programmes
  308. Suggested further reading
  309. VALUING WORK
  310. Theory
  311. Practice
  312. Work as ‘job’
  313. Example: point factor systems
  314. Experience required
  315. Market valuation
  316. Valuing the person
  317. Suggested further reading

People also search for Human Resource Management The Key Concepts Routledge Key Guides 1st:

human resource management the key concepts
    
what are the concepts of human resource management
    
key concepts of hrm
    
what are the principles of human resource management
    
key concepts in human relations

 

Tags: Chris Rowley, Keith Jackson,