Includes bibliographical references and indexes.

The economic and business context -- Origins of human resource management -- The Humane Bureaucrat -- The Consensus Negotiator -- The Manpower Analyst -- The Organization Man -- The Human Resource Manager -- The role of human resources--early stages -- Personnel and Human Resource Management--is there a difference? -- Contradiction in the models -- The role of human resources today -- Human Resource Planning Manager -- Equal Opportunities Manager -- Recruitment and Selection Manager -- Employee Relations Manager -- Compensation and Benefits Manager -- Training Manager -- Health and Safety Manager -- International Human Resources Manager -- Human Resources Manager -- The relationship between human resources and line management -- Auditing and benchmarking human resources performance -- Human resource planning -- Reasons for lack of planning -- Purpose of human resource planning -- Dimensions of HR planning -- Planning for specific purposes -- Carrying out human resource planning -- The numerical or 'hard' aspects -- Assessment future demand -- Assessment future internal supply -- Assessment of external supply -- Producing the human resource plan -- Equal opportunities and managing diversity -- The business case for equal opportunities -- Equal opportunities legislation -- Sex Discrimination Act 1975 -- Race Relations Act 1976 -- Disability Discrimination Act 1995 -- Equal Pay Act 1970 -- Remedies for the employee -- Defining discrimination -- Direct discrimination -- Indirect discrimination -- Victimization -- Harassment -- Approaches to equal opportunities policy -- Implications for equal opportunities practice -- Finding out the facts -- Generating and communicating EO strategy and policies -- Recruitment and selection -- Retention policies -- Disability requirements -- Health and safety -- Performance management issues -- Handling harassment and bullying -- Equal pay issues -- Age discrimination -- Monitoring and evaluation--the role of human resources -- Recruitment -- Drafting a recruitment policy -- Does a vacancy exist? -- Do away with the work altogether -- Automate the work -- Contract-out the work -- Reorganize the work -- Reorganize the laws -- Defining the details of the vacancy -- Job analysis -- Job description -- Job profile -- Person specification -- Using a competency framework -- Selecting the employment package -- Attracting the applicants -- Internal candidates -- Using third parties -- Designing and placing advertisements -- Providing information to applicants -- The application form -- Other methods of attracting applicants -- Innovative recruitment methods -- Who carries out the recruitment and selection process -- Selection -- Aim of selection -- Systems approach or Processual approach -- Steps in the selection process -- Short-listing -- Biodata -- Selection testing -- Ability tests -- Aptitude tests -- Personality tests -- What makes a good test? -- Interviewing the candidates -- Problems associated with interviewing -- Who carries out the interview -- Interviewing technique -- Structured interviews -- Assessment centres -- Choosing the successful candidate -- Obtaining references -- Offering the position -- Evaluating the selection process -- Effective ways of working -- Motivating employees -- Motivation theory -- Summing up motivation -- Flexible working practices -- The Flexible Firm -- Temporal flexibility -- Numerical flexibility -- Geographical flexibility -- Occupational flexibility -- Policies that support flexibility -- Summing up flexibility -- Total Quality Management -- Teamworking -- Relationships with employees -- Workplace negotiating -- Trade unions -- The role of management -- Third parties -- Role of the government -- Negotiating and bargaining -- Involvement and participation -- Individual approaches -- Collective approaches--works councils -- Dealing with individual sources of conflict--grievance, discipline and dismissal -- Grievances -- Discipline -- Dismissal -- Redundancy and its implications -- Performance management -- The purpose of performance management -- What should the process be called? -- Performance management in practice -- Stages in the performance management framework -- Raising performance through performance agreements -- Measuring performance -- Providing feedback -- Outcomes of the performance management process -- Operational issues -- The need to consult -- Training for participants -- Teams or individuals -- Rewarding employees -- Strategic elements of reward -- The influence of motivation theory -- Component parts of the reward package -- Designing basic pay structures -- Job evaluation -- Market tracking -- Equal pay -- Salary structures-conventional and broad-banded -- Criticisms of formal job evaluation schemes -- How broad-banding works -- Paying for performance -- Performance Related Pay -- Skills-based pay and competence-based pay -- Benefits -- Learning and development--theory and practice -- How people learn -- The learning organization -- Training aims and objectives -- The four-stage training cycle -- Specialized training arrangements -- Induction -- Team building -- Mentoring -- Action learning -- Continuous (or Continuing) professional development -- Sales training -- Adult learning -- Management development -- Government initiatives to help learning and development -- Training and Enterprise Councils -- NVQs -- National training targets -- Modern apprenticeships -- National Traineeships -- New Deal -- Investors in People -- Health, safety and welfare -- Legal interventions -- Origins of legislation -- Health and Safety at Work Act -- The Health and Safety Commission and Health and Safety Executive -- Control of Substances Hazardous to Health Regulations (COSHH) 1988 -- Regulations arising from European Union Directives -- Reporting of Diseases and Dangerous Occurrences Regulations (RIDDOR) 1995 -- Enforcing the law -- External authorities -- Internal authorities -- Risk assessment -- Welfare issues and policies -- Physical provision -- Occupational stress -- Employee Assistance Programmes -- Role of human resources -- Formulating policies and procedures -- Designing, providing and recording health and safety training -- Liaising with the safety inspectorate -- An international perspective -- International cultural differences -- Global comparisons -- Aspects of the legal framework -- Specific regions -- Japan -- Europe -- Tiger economies -- Organizing human resources for internationalization -- Role of human resources -- Staffing considerations.

Ideal for those studying HRM for the first time, this straightforward and accessible text takes the reader through both practical and theoretical aspects of the subject. Designed to be used concurrently with semester based teaching, this interactive text has a coherent learning structure consisting of: * Each chapter beginning with a set of aims to guide readers into each new learning section* Activities and Review Questions for seminars or individual assignments* A combination of real life and fictional case studies with activities to illustrate the range and nature of HR work and reinforce learning* Legal issues and examples of the latest research are highlighted where appropriate to encourage awareness* References, further reading and Internet sites* A lecturer's supplement accompanies the text Designed to be used in conjunction with the HRM moduleInnovative use of a running case study throughout the text to illustrate key pointsInclusion of questions and activities to aid the learning process