ISBN-10:
0335206204
ISBN-13:
9780335206209
Pub. Date:
05/28/2000
Publisher:
McGraw-Hill Education
The Realities of Human Resource Management: Managing the Employment Relationship

The Realities of Human Resource Management: Managing the Employment Relationship

by John Storey, Keith Sisson

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Overview

This book provides a succinct, affordable, up-to-date analysis of themes and topics relevant to the management of human resources today. It covers issues of critical contemporary importance such as restructuring, continuous improvement, involvement and participation, pay and working time, training and development, recruitment and selection.

Product Details

ISBN-13: 9780335206209
Publisher: McGraw-Hill Education
Publication date: 05/28/2000
Series: Managing Work and Organizations Series
Pages: 288
Product dimensions: 5.30(w) x 8.40(h) x 0.70(d)

Table of Contents

Preface ix
List of abbreviations
xiii
Introduction: The Story So Far
1(32)
The starting point: from rhetoric to reality
1(6)
The nature of the employment relationship
7(3)
The changing patterns of employment
10(6)
A service economy
10(2)
The shrinking workplace
12(1)
The polarization of the occupational structure
12(2)
Feminization
14(1)
An interim conclusion
15(1)
Changing business strategies and structures
16(3)
Changing recipes
19(9)
The era of collective bargaining
19(3)
The coming of HRM
22(6)
A new agenda?
28(3)
The rest of the book
31(1)
Suggested further reading
31(2)
Managing Strategically
33(34)
The resource-based view
34(3)
An array of models
37(9)
Universal models
37(4)
Contingency models
41(5)
Developing a strategic approach
46(18)
Identifying strengths and weaknesses
49(2)
Closing the information gap
51(9)
Vision and mission
60(2)
Changing the culture
62(2)
Conclusions
64(1)
Suggested further reading
65(2)
Managing for High Performance Organizational Structures and Processes
67(26)
The underlying developments
69(11)
Divisionalization
72(2)
Budgetary devolution
74(2)
Marketization
76(2)
New structures, new problems
78(2)
A focus on the 'flexible' organization
80(4)
A focus on the 'lean' organization
84(3)
Managing employee performance
87(3)
The need to balance flexibility and security
90(2)
Suggested further reading
92(1)
Involvement and Participation: The Key to Success?
93(24)
Types of involvement and participation
94(6)
Communications (information disclosure)
95(1)
Direct participation
96(2)
Indirect or representative participation
98(2)
Financial participation
100(1)
The case for involvement and participation
100(4)
The evidence of practice
104(11)
Good news, bad news
104(5)
A question of process?
109(4)
A question of choice?
113(2)
Conclusions
115(1)
Suggested further reading
115(2)
Reshaping the Wage/Work Bargain: Pay and Working Time
117(26)
Key issues in the effective management of pay
118(11)
Selecting a pay system
119(7)
An appropriate pay structure
126(2)
Single status?
128(1)
Towards flexible working: an array of options
129(12)
Changes in the duration of working time
133(3)
The distribution of working time
136(5)
Conclusions
141(1)
Suggested further reading
142(1)
Improving Competences and Capabilities I: Training and Development
143(25)
The case for training and development
146(6)
A training renaissance?
152(9)
Modern apprenticeships
154(2)
National Vocational Qualifications
156(2)
Lifelong learning
158(1)
Investors in People
159(2)
Continuing problems?
161(1)
Work organization, employment relations and competitive strategies
162(2)
The role of management
164(3)
Conclusions
167(1)
Suggested further reading
167(1)
Improving Competences and Capabilities II: Recruitment and Selection
168(21)
Recruitment
170(10)
Stemming the flow
172(2)
Being clear about needs
174(2)
Making better use of the internal labour market
176(2)
Rethinking external sources
178(2)
Selection
180(7)
Choosing appropriate methods
180(5)
Improving interview performance
185(2)
Conclusions
187(1)
Suggested further reading
188(1)
Managing with Trade Unions
189(26)
Recognizing trade unions
190(5)
The structure of collective bargaining
195(8)
The unit
195(2)
The level
197(6)
Resolving conflicts
203(3)
Strike-free?
204(1)
Arbitration?
204(2)
The partnership question
206(8)
Conclusions
214(1)
Suggested further reading
214(1)
Managing the HR/IR Function
215(23)
The nature of the HR/IR contribution
216(2)
Realizing the HR/IR contribution
218(13)
A key role for line managers
218(6)
Delivering specialist services
224(4)
A seat at the top table?
228(3)
Auditing the specialist function
231(5)
Conclusions
236(1)
Suggested further reading
237(1)
The Key Issues
238(16)
Balancing flexibility and security
241(4)
Managing individually and collectively
245(5)
Integration, integration, integration
250(3)
Suggested further reading
253(1)
References 254(18)
Index 272

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