Human resource management a comtemporaty approach 8th beardwell thomson

Human resource management a comtemporaty approach 8th beardwell thomson Human resource management a comtemporaty approach 8th beardwell thomson Human resource management a comtemporaty approach 8th beardwell thomson Human resource management a comtemporaty approach 8th beardwell thomson Human resource management a comtemporaty approach 8th beardwell thomson Human resource management a comtemporaty approach 8th beardwell thomson

‘Highly recommended for breadth and depth of coverage with various questions, case studies and other activities aimed at undergraduate and postgraduate students to encourage active and reflective learning; this new edition is once again an invaluable resource for students.’ Dr Gill Kirton, Professor of Employee Relations, Queen Mary University of London This highly engaging, bestselling textbook, now in its eighth edition, offers a comprehensive examination of contemporary human resource management issues and debates, and is an authoritative source for students of CIPD Advanced qualifications Human Resource Management: A Contemporary Approach seeks to raise critical awareness of HRM through a series of highly readable chapters which expertly entwine research informed theory with practical insights to the subject New to the eighth edition is a focus on: • • • • comparative HRM and globalisation, ethics, CSR and employee wellbeing, a new chapter considering the long-term impact of BREXIT and coverage of the green agenda on HRM Popular features of the text have been enhanced and updated, such as: • Introductory and concluding case studies for use in seminars to stimulate interest and provoke thought • Self-test questions for students in each chapter • Explore sections for the reader to consider how theories, models and concepts apply to various types of workplaces • ‘Key controversies’ which extract contentious issues and invite the reader to formulate their own viewpoint Eighth Edition About the authors www.pearson-books.com CVR_BEARD_08_19564.indd Beardwell & Thompson Julie Beardwell was Chief Moderator Standards at the CIPD until 2015 and has over 25 years’ experience of leading and teaching on HR programmes Amanda Thompson is Head of Undergraduate Programmes at Nottingham Business School, Nottingham Trent University Cover image © D-BASE / Getty Images HUMAN RESOURCE MANAGEMENT ‘The latest edition of Beardwell and Thompson remains at the forefront of HRM theory and research The importance of context is stressed throughout the book Clearly written it goes beyond other texts in how financialisation is changing the terms of HRM and the living standards of workers Learning and development are shown to be of strategic value.’ Dr Shireen Kanji, University of Birmingham Eighth Edition HUMAN RESOURCE MANAGEMENT A CONTEMPORARY APPROACH Julie Beardwell & Amanda Thompson 03/04/2017 11:19 HUMAN RESOURCE MANAGEMENT F01 Human Resource Management 19564 Contents.indd 03/05/2017 11:09 At Pearson, we have a simple mission: to help people make more of their lives through learning We combine innovative learning technology with trusted content and educational expertise to provide engaging and effective learning experiences that serve people wherever and whenever they are learning From classroom to boardroom, our curriculum materials, digital learning tools and testing programmes help to educate millions of people worldwide – more than any other private enterprise Every day our work helps learning flourish, and wherever learning flourishes, so people To learn more, please visit us at www.pearson.com/uk F01 Human Resource Management 19564 Contents.indd 03/05/2017 11:09 HUMAN RESOURCE MANAGEMENT A CONTEMPORARY APPROACH Eighth edition Edited by Julie Beardwell and Amanda Thompson De Montfort University, Leicester Harlow, England • London • New York • Boston • San Francisco • Toronto • Sydney • Dubai • Singapore • Hong Kong Tokyo • Seoul • Taipei • New Delhi • Cape Town • São Paulo • Mexico City • Madrid • Amsterdam • Munich • Paris • Milan F01 Human Resource Management 19564 Contents.indd 03/05/2017 11:09 PEARSON EDUCATION LIMITED Edinburgh Gate Harlow CM20 2JE United Kingdom Tel: +44 (0)1279 623623 Web: www.pearson.com/uk First published 1994 (print) Second edition published 1997 (print) Third edition published 2001 (print) Fourth edition published 2004 (print) Fifth edition published 2007 (print) Sixth edition published 2010 (print), 2011 (electronic) Seventh edition published 2014 (print and electronic) Eighth edition 2017 (print and electronic) © Longman Group Limited 1994 (print) © Financial Times Professional Limited 1997 (print) © Pearson Education Limited 2001, 2004, 2007, 2010 (print), 2011 (electronic) © Pearson Education Limited 2014, 2017 (print and electronic) The print publication is protected by copyright Prior to any prohibited reproduction, storage in a retrieval system, distribution or transmission in any form or by any means, electronic, mechanical, recording or otherwise, permission should be obtained from the publisher or, where applicable, a licence permitting restricted copying in the United Kingdom should be obtained from the Copyright Licensing Agency Ltd, Barnard’s Inn, 86 Fetter Lane, London EC4A 1EN The ePublication is protected by copyright and must not be copied, reproduced, transferred, distributed, leased, licensed or publicly performed or used in any way except as specifically permitted in writing by the publishers, as allowed under the terms and conditions under which it was purchased, or as strictly permitted by applicable copyright law Any unauthorised distribution or use of this text may be a direct infringement of the authors’ and the publisher’s rights and those responsible may be liable in law accordingly All trademarks used herein are the property of their respective owners The use of any trademark in this text does not vest in the author or publisher any trademark ownership rights in such trademarks, nor does the use of such trademarks imply any affiliation with or endorsement of this book by such owners Contains public sector information licensed under the Open Government Licence (OGL) v3.0 http://www.nationalarchives.gov.uk/doc/open-government-licence/version/3/ Contains Parliamentary information licensed under the Open Parliament Licence (OPL) v3.0 http://www.parliament.uk/ site-information/copyright/open-parliament-licence/ Pearson Education is not responsible for the content of third-party internet sites The Financial Times With a worldwide network of highly respected journalists, The Financial Times provides global business news, insightful opinion and expert analysis of business, finance and politics With over 500 journalists reporting from 50 countries worldwide, our in-depth coverage of international news is objectively reported and analysed from an independent, global perspective To find out more, visit www.ft.com/pearsonoffer ISBN: 978-1-292-11956-4 (print) 978-1-292-11959-5 (PDF) 978-1-292-20446-8 (ePub) British Library Cataloguing-in-Publication Data A catalogue record for the print edition is available from the British Library Library of Congress Cataloging-in-Publication Data Names: Beardwell, Julie, editor | Thompson, Amanda (Head of the Department of Human Resource Management), editor Title: Human resource management : a contemporary approach / edited by Julie Beardwell and Amanda Thompson, De Montfort University, Leicester Description: Eighth edition | Harlow, United Kingdom : Pearson Education, 2017 Identifiers: LCCN 2017007976 | ISBN 9781292119564 (print) | ISBN 9781292119595 (pdf) | ISBN 9781292204468 (epub) Subjects: LCSH: Personnel management Classification: LCC HF5549 H78413 2017 | DDC 658.3–dc23 LC record available at https://lccn.loc.gov/2017007976 10 21 20 19 18 17 Print edition typeset in 9.5/12pt Sabon MT Pro by SPi Global Printed in Slovakia by Neografia NOTE THAT ANY PAGE CROSS REFERENCES REFER TO THE PRINT EDITION F01 Human Resource Management 19564 Contents.indd 03/05/2017 11:09 BRIEF CONTENTS Guided tour xii Preface xv Plan of the book xvi How to use this book xvii Contributors xix Acknowledgements xxii PART HUMAN RESOURCE MANAGEMENT AND ITS ORGANISATIONAL CONTEXT Introduction to Part An introduction to human resource management 3 Strategic human resource management 30 Contextualising HRM 67 10 The employment relationship and employee rights at work 343 11 Employee engagement 389 12 Performance management 425 13 Employee reward 458 14 Employee voice 508 PART COMPARATIVE HUMAN RESOURCE MANAGEMENT 15 Comparative HRM in the context of financialisation, financial crisis and Brexit 16 Employment relations in emerging economies: China and India PART RESOURCING THE ORGANISATION Introduction to Part HRM and the labour market Talent management Managing equality and diversity PART THE EMPLOYMENT RELATIONSHIP 100 101 145 179 545 588 Glossary of terms and abbreviations 625 Index 635 PART DEVELOPING THE HUMAN RESOURCE Introduction to Part Learning and development Leadership and management development Organisational development F01 Human Resource Management 19564 Contents.indd 214 215 260 299 03/05/2017 11:09 F01 Human Resource Management 19564 Contents.indd 03/05/2017 11:09 CONTENTS Guided tour xii Preface xv Plan of the book xvi How to use this book xvii Contributors xix Acknowledgements xxii PART HUMAN RESOURCE MANAGEMENT AND ITS ORGANISATIONAL CONTEXT Introduction to Part An introduction to human resource management Julie Beardwell Objectives Case study: Winning HRM practice: simply Business Introduction Definitions of HRM The origins of HRM Models of HRM HRM and organisational performance 12 HRM in practice 17 The impact of HRM on the roles of HR professionals 20 HR competence 23 Concluding comments 24 Summary 25 Case study: The future of work: the journey to 2022 26 References and further reading 27 Strategic human resource management Heather Connolly and Julie Beardwell Objectives Case study: Taking the ‘low road’ in big business F01 Human Resource Management 19564 Contents.indd 30 30 31 Introduction Understanding the business context Approaches to the strategy-making process The rise of SHRM Exploring the relationship between strategic management and SHRM: The best-fit school of SHRM Limitations of the best-fit models of SHRM The resource-based view of SHRM Best-practice SHRM: high-commitment models HRM and performance SHRM and performance: The critique Measuring the impact of SHRM on performance Concluding comments Summary Case study: High road versus low road in the civil aviation industry References and further reading 32 33 34 38 39 45 47 52 54 57 58 60 60 62 63 Contextualising HRM Audrey Collin with Julie Beardwell Objectives Case study: Muddled language hides the effect of the gig economy Introduction The immediate context of HRM The wider context of HRM Wider contextual influences on HRM today Ideas and theories in the wider context of HRM Underlying assumptions Alternative ways of thinking Ethical issues in HRM Concluding comments Summary Case study: BHS report lays bare failure and culpability: Parliamentary inquiry lambasts collapsed store chain’s ex-owner, buyer and its ‘directors, advisers and hangers-on’ References and further reading 67 67 68 69 72 76 79 80 81 82 92 93 94 95 96 03/05/2017 11:09 viii Contents Managing equality and diversity PART RESOURCING THE ORGANISATION Introduction to Part Mike Noon 100 HRM and the labour market Amanda Thompson 101 Objectives 101 Case study: More than 100,000 legal roles to become automated 102 Introduction 102 The nature of labour markets 103 The supply of labour 105 Population 106 Workforce 112 Patterns of labour market participation 115 Labour demand 120 Changing patterns of demand 128 Changes in the occupational structure of employment 130 Changing forms of employment 132 Labour market outcomes: The quality of employment 133 Concluding comments 140 Summary 141 Case study: Companies struggle to fill quarter of skilled jobs vacancies 142 References and further reading 143 Talent management Julie Beardwell Objectives Case study: Talent management in the Red Arrows Introduction Defining talent management Strategic talent management Attracting talent Defining the talent required Recruitment methods Selecting talent Retaining talent Developing talent Concluding comments Summary Case study: Staff retention and staying power: Nissan builds on loyalty at Sunderland plant References and further reading F01 Human Resource Management 19564 Contents.indd 145 145 146 146 147 148 149 152 153 156 164 167 174 175 176 177 179 Objectives 179 Case study: Women in the boardroom 180 Introduction 180 Discrimination and legal protection in the workplace 181 Why is inequality a problem and why should managers be concerned with it? 186 What are the embedded and deep-rooted causes of the problems of equality and diversity within an organisation? 191 Two problems with institutional discrimination 193 Using equality and diversity policies to deal with the problems 194 Devising equality and diversity policies 200 Sameness and difference 204 Long and short agendas 205 The process of discrimination in an organisation 205 Concluding comments 208 Summary 208 Case study: Employees of conscience? 210 References and further reading 211 PART DEVELOPING THE HUMAN RESOURCE Introduction to Part 214 Learning and development Mairi Watson and Jim Stewart 215 Objectives 215 Case study: From business strategy to training plan 216 Introduction 216 The strategic importance of learning and development for organisations 217 Individual learning and development 218 Theories of learning 224 Theories of the process of development 229 Learning and development: The organisational context 231 Learning and development: The national perspective 249 Concluding comments 254 Summary 254 Case study: Learning IT systems 255 References and further reading 256 03/05/2017 11:09 Leadership and management development Mairi Watson and Deborah Price 260 Objectives 260 Case study: Saatchi chief’s comments on ‘unambitious’ women come under fire from ad execs 261 Introduction 262 Defining leadership and management development (LMD) 262 The purposes of LMD 265 Developing an LMD strategy 267 International leadership and management development 284 The design of international leadership and management development programmes 287 LMD in different contexts 289 The future for LMD: The need for new thinking and new practices? 292 Concluding comments 292 Summary 293 Case study: In the NHS we Trust? 294 References and further reading 295 Organisational development Mairi Watson 299 Objectives 299 Case study: World asks just how the Brits it 300 Introduction 301 Definitions and development of OD 303 A brief history of OD 304 OD today: The last 10 years 310 The theories of OD 312 The techniques and practices of OD 315 OD: Strategy, structure and culture 328 Concluding comments 335 Summary 335 Case study: A whole system event for real-time strategic change; use of African-influenced facilitation through lekgotla 336 References and further reading 336 PART THE EMPLOYMENT RELATIONSHIP Introduction to Part F01 Human Resource Management 19564 Contents.indd ix Objectives Case study Introduction Distinguishing contractual and statutory employment rights The importance of the contract of employment Formation and the contract of employment Continuation: Discrimination in employment Termination of the employment contract Enforcement of contractual and statutory employment rights Contractual rights and wrongs? Current issues Conclusion Summary Case study: Age discrimination more widespread than sexism in the City References and further reading 343 344 344 346 348 349 366 367 373 378 379 382 383 385 386 11 Employee engagement Julia Pointon 389 Objectives 389 Case study: Alcoa Power and Propulsion 390 Introduction 391 Definitions from the practitioner literature 391 Definitions from the academic literature 392 Characteristics of engaged employees 393 Employee disengagement 395 Employee engagement and related concepts 396 Employee engagement as an exchange process 399 Employee engagement and psychological well-being 401 Organisational drivers of engagement 402 Organisational benefits of employee engagement 403 Employee engagement and the older worker 407 Measuring employee engagement 408 Organisational strategies for enhancing employee engagement 411 Governmental strategies for enhancing employee engagement 413 Patterns of engagement across the world 414 Summary 417 Case study: Engaging employees at Tasty Catering 418 References and further reading 422 12 Performance management Deborah Price 342 10 The employment relationship and employee rights at work Alan J Ryan Contents 343 425 Objectives 425 Case study: Mouldaplas 426 Introduction 427 The history of performance management 427 The performance imperative: Why manage performance? 428 03/05/2017 11:09 www.downloadslide.com 650 INDEX National Health Service (NHS) 166, 290, 291, 294, 394, 493 case study 336 Leadership Framework 291 National Human Resource Development (NHRD) 250 National Living Wage 104, 356, 485 National Minimum Wage (NMW) 124, 464, 465, 468, 484–5 National Occupational Standards 272 National Training Awards 254 National Vocational Qualifications (NVQs) 231, 272 Naylor, P 220 Nelson, D.L 392 Neugarten, B.L 229 Newbold, C 438 ‘new economy,’ 550 Newman, J 38, 463 Newmark, D 464 ‘new pay,’ 476, 477 newsletters 515, 518 Newton, T 440, 442 Ng, K 275, 279 NHS see National Health Service Nichols, T 599, 600, 603, 618 Nickson, D 150 Nikolaou, I 327 Nishii, L 16 Nissan Motor Corporation 573 Njoya, W 348, 349, 369 Nohria, N 69, 76, 86 Nolan, P 104 Nonaka, I 51 non-union employee representation 527–30 common elements 528 description 528 and employee voice 527–30 deficiencies 529 Noon, M 137–8, 140, 179–212, 511 Nordstrom 49 Northern Ireland, VET 253 Northhouse, P 263 Norton, D 58 notice, minimum notice periods 366 numerical labour flexibility 132 NVQs see National Vocational Qualifications Z02 Human Resource Management 19564.indd 650 Oakland, J 428 observation, on-the-job learning 236 O’Dell, C 447 off-the-job training 236 Ogbonna, E 50 Okada, A 610 Oliver, B 370, 568, 569 on-call time 486 online applications–killer questions 156 online recruitment 154–5 online testing 160 on-the-job training 235–43 open systems 89–91 operant conditioning 224 opportunity share 50 organisational agility 40 organisational citizenship behaviour (OCB) 397 organisational commitment 397, 398 organisational culture 86 marginalisation of social groups 192 and organisational development 331–4 police 334 Schein’s three levels 332–3 Organisational Culture Inventory® (OCI®) 420 organisational development (OD) 301–39 agile organisation 325 case studies 300, 336 change agents 327–8 classical compared with new 311 compared with mainstream change management 314–15 conclusions 335 contemporary view 312 cycle 316 defining 303–4 ethics 309 field theory 306, 307 historical development 304–10 interest in 301 and organisational culture 331–4 and organisational structure 329–31 participative management 305, 306 political behaviour and political skills 309–10 practitioner’s change agency skills 327 relationship with HR 302, 317 renewed interest in last, 10 years 310–12 and strategy 329 summary 335 techniques and practices 315–21 action learning sets 320 action research 319–20 appreciative inquiry (AI) 320 cycle 316 large group interventions (LGIs) 321 OD cube 317, 319 OD matrix (Pugh) 317, 318 selection of intervention 316–19 T-Groups 305, 306 theories 312–15 clinical approach 313 Lewin’s three-step model 313 trends 311 Organisational Effectiveness Inventory® (OEI) 420 organisational performance and employee engagement 404–6 and leadership and management development 292 and pay progression 501 organisational structure, and organisational development 331–2 organisations assumptions about 82 learning 220–1, 232 management 72–3 nature 73–6 strategies, leadership and management development 267–70 origins, human resource development 7–8 Ortenblad, A 302 orthodox thinking 87–8 O’Sullivan, M 381, 563 Oswick, C 194, 279 Ottoway, R 328 outdoor leadership and management development 278–9 22/04/2017 02:40 www.downloadslide.com INDEX over-education 127, 129 Overell, S 134, 135 Paauwe, J 14 Palepu, K 607, 608 Palmer, S 239 paradigm shift 88 parenthood, labour market participation 117 Parker, I 80, 84–5, 87, 93 Parry, E 169, 174 Parsloe, E 236 participative management 305, 306 partners 20 part-time employees discrimination 366 pension schemes 348 women with children 122 part-time employment 19 growth in 132–3 women 123–4 Part-time Workers’ Regulations 366 Pascale, R.T 74 Passmore, J 263, 279 Pateman, C 510 paternalism 351 paternity rights 361–2 Paton, R 277 Patrick, J 225, 228 Patterson, M 13, 17, 55 Patton, D 463 pay comparison of ethnic minorities 127–8 determination-internal/external focus 490–1 economic climate 480–1 Equality Act 358 equal pay legislation 484 ethnic minorities compared with whites 126 executive 481 executive 474 gender pay gap 123–4 ethnic minorities 127 influence of sector specific factors 487–90 legal context 482–3 living wage 356 minimum wage 464, 465, 468, 484–5 and performance appraisal 434 progression see separate entry Z02 Human Resource Management 19564.indd 651 spot rate 492 structures see separate entry time rates 463, 465 trends 488–90 see also reward; reward and performance management; wages pay determination 488 pay dispersion 480 pay freezes 19 pay hierarchy 464 Payne, J 513 pay progression 488, 497–8 competence-related pay 499–500 contribution-related pay 499–500 individual PRP 498 and organisational performance 501 skills-based pay 500 team-based pay 500–1 pay restraint 481 pay settlements 488 pay spines 493 pay structures 488 characteristics 491–2 design choices 492 devising 491–7 general features 492 graded 484 broad-banded 496 narrow 494–5 job families 497 pay progression 497–501 pay spines 493 SMEs 491 pay transparency 490 Peccei, R 526 Peck, J 593, 596, 597, 599, 601, 617, 619 Pedler, M 219, 230, 280, 323–4 Pelletier, J 521 Penna 397, 400 Penrose, E 48 pension schemes, part-time workers 348 People Management 23, 254 Pepper, S.C 85, 87–8 perception 81 Peretz, H 445 performance 12–19, 25, 74 high-performance work practices and SHRM 52–59 impact of HRM 52–59 651 improving using OD 310 performance appraisal 434–5 critical incident technique 436 data collection 437, 438 employees’ perception of fairness 446 ethical and philosophical limitations 441 growth in 434 halo effect 441 horns effect 441 key elements 439 limitations 439–41 negative aspects 442 and pay 434 purposes 435 recency effect 441 and reward 434 see also performance measurement performance appraisal schemes approaches 435–9 behaviourally observed rating scale (BORS) 436 360-degree appraisals 438–9 establishing objectives/goals 436–8 ranking 435 self-assessment 438 performance management 19, 425–57 ageing workforce 443, 447–8 case study 425, 453–4 collaborative 442–8 aims 443 key elements 445 conclusions 451–2 criteria for effective 429 definition 430–2 diverse workforce 443, 446 and green HRM definitions 448 operational level 451 organisational level 449–50 tactical level 450 history 427–8 and induction process 433 and leadership and management development 273 measuring outcomes, appraisal schemes see performance appraisal schemes national cultural differences 445 22/04/2017 02:40 www.downloadslide.com 652 INDEX performance management (continued) “new pay,” 502 performance-related pay 7, 74, 498 purpose 428–9 and recruitment and selection 432–3 and reward 274 summary 452–3 and training and development 433 USA 446 volunteer workforce 439 performance measurement limitations 439–41 see also performance appraisal performance-related pay (PRP) 434, 498 China 601 individual 498 Perkins, S.J 471, 472, 475, 491, 497, 501 perks see employee benefits Perlmutter, H 548 perormance impact of high performance management 518 Perry-Smith J 55 Persaud, J 277 personal development plan 274 personality questionnaires 159 personnel profession, development 78 person specification frameworks 152 Peston, R 552 Peters, T.J 76 Pettigrew, A 10, 37, 308–9, 325, 328 Pfeffer, J 5–6, 11, 32, 38, 52–4, 57, 76 phenomenology 83 Philips, A 328 Phillips, B 49 Phillips, J 155, 247 Phillips, L 146 Phillips, N 617 Philpott, J 122 Pickard, J 71, 76, 78, 219 ‘piecemeal’ approach, leadership and management development 267 Piore, M.J 121 Z02 Human Resource Management 19564.indd 652 Pirsig, R.M 88 Pitt-Catsouphes, M 407 Pitts, D 446 Platt, L 124 Plunkett J 124 pluralism 512, 520 Podsakoff, N 397, 404 Pointon, Julia 389–424 Polanyi, M 222 police culture 334 political behaviour and political skills 309–10 political organisations 76, 90 Polkinghorne, D.E 85 Pollard, E 223 Poppleton, A 238, 239 Poppleton, S.E 219, 221, 228 population and labour supply 105–14 national trends (UK) 106–7 regional trends 108 Porras, J 306–7 Porter, M 39, 40, 51 portfolio career 173 positive action 195–8 compared with positive discrimination 195–8 positive discrimination, compared with positive action 195–8 positivism 82–3 postmodernism 80–1 ‘Post-16 Skills Plan,’ 252–4 postwar reconstruction, Japan 78–9 power-elite capitalism 577, 597 Prabhakar, R 415 Prahalad, C 48, 50, 51 ‘precariat,’ 174 precedent 352 prejudice 187, 192 definition 187 Pret Manger 504 Prevezer, M 596, 608 Price, A Price, B 91 Price, D 260–98, 425–57 priority problem analysis 234 private/property law model 349 privatisation problem-centred analysis 234 problem solving groups 514, 516 Proctor, S 516 productivity 13 ageing workforce 448 productivity gap 17 product markets 7–8 professional careers 173 Profession Map 24 profit-related pay 501 profit-sharing schemes project management 279 promotion, leadership and management development 273 Protean career 173 Protection of Employment directive see Transfer of Undertakings PRP see performance-related pay pseudo-participation 515 psychological contract 32, 73, 74 psychometric testing 78, 83, 84 psychomotor skills 221 public sector employee development 403 leadership and management development 291 Pugh, D 76, 317, 318 Pun, N 597, 618 Purcell, J 4, 11–12, 15, 16, 24, 35, 36, 40, 45, 50, 52, 56–7, 58, 406, 498, 534 quality circles 514, 516 quality enhancement 41, 42 quality, HRM relationships 12 quality of employment 133–40 effort and work pressure 136–7 job security 133–4 responses to work pressure– work-life balance 137–8 worker discretion and autonomy 135 quality of working life 472 Quinn, J.B 36 Quinn, R.E 226 Race Relations Act (1976) 361 racial discrimination 185, 191, 358, 361 and labour market 123, 124, 126–7 Rae, L 283 Rafferty, A 119, 127, 398 Rahrami, H 32 22/04/2017 02:40 www.downloadslide.com INDEX Ramdhony, A 319 Ramirez, M 266, 273, 293 Ram, M 463 Ramsay, H 7, 135 Ram, T 415 Randall, R 70 Ranganathan, A 610, 614 Rani, U 612 ranking 435 Rath, T 408 Raven, B 309 Ravishankar, M 615 Rea, A 243 realistic job preview 154 reality 93 assumptions 82, 87 defining 81–2 reasonableness 347–8 recency effect 441 recession 7, 25, 32, 122, 134, 570, 581 effects on talent management 173 legacy on HRM practice 19 and recovery 79 see also financial crisis recognition awards 471–2 recruitment application forms 155–6 biodata questionnaires 156 China 601 compared with selection 149 competency-based approach 153 definition 149 documentation 155–6 employer branding 150–1 external 148–50 graduates 160, 161 civil service 290 India 612–13 internal 148 methods-selection of 154–5 online 154–5 and performance management 432–3 shortlisting policy 207 strengths-based approach 158 through social networking 154–5 see also selection; talent management Redding, G 592, 594, 596–8, 600, 606–8, 617 red tape 376 Z02 Human Resource Management 19564.indd 653 redundancies employer’s obligation 372 rights 372–3 Reed, A 607 Reed, M 75, 80 Reeves, T 57 REF (Research Excellence Framework) 135 reflective practice 236, 280–2 reflective writing 281–2 regulations, contractual 346–76 Reid, M.A 233, 235 reification 75 Reilly, P 490 relationship method 288, 289 reliability test 160 religion discrimination on basis of 364 case studies 210 religious discrimination 210 Rentokil Initial 405 Renwick, D 450, 451 replacement demand 131 Report of the Independent Panel on Technical Education 251 residual unemployed 114 resources 17 Resourcing and Talent Planning Survey 174 responsible autonomy 105 restructuring 132 retail sector 51 employee disengagement 396 retirement age default-abolition 385–6 employer-justified (EJRA) 112 state 112 return on investment (ROI) 245, 247–8 Revans, R 280 reverse diffusion 552 reward 467 base pay 468, 469 case study 504–5 components 468–74 contingent pay 468 economic climate 480–1 employee benefits 467–70 factors influencing organisation’s approach 479–82 key choices 477–9 legal context 482–3 meaning of 460 653 non-financial 471–2 and performance appraisal 434 summary 502–3 supplementary payments 468 total 472–4 total earnings 469 trends 488–90, 502 variable pay 468 reward and performance management 274 job evaluation scheme 464–6, 477, 483 motivation see separate entry payment by results 466 performance-related pay see separate entry time-related mechanisms 464–5 time-related mechanisms 459 reward management aims 467 stategic approaches 474–6 alignment with business strategy 475 in practice 476–9 reward systems China 601 development 461–3 Reyna, C 196 Reynolds, D 156 Reynolds, G 186 rhetoric 76, 86–7 Ribeaux, P 219, 221, 228 Richardson, R 14, 498 Richards Review of Apprenticeships in 2012, 251 Richman, A 398, 402 Rieger and Wong-Rieger’s Acculturation Taxonomy 444–5 Rigg, C 216, 249–50, 251, 253, 282 rights employees 347, 358–66 contractual 346–7 employers’ lack of confidence in 375 enforcement 373–8 statutory 347 right-sizing 48, 51, 53, 57 Rio Olympics 300 Ritson, N 45 Rittich, K 348 Ritzer, G 428 Robbins 308 22/04/2017 02:40 www.downloadslide.com 654 INDEX Roberson, Q.M 208 Robertson, I 401 Robinson, D 394, 397–9, 401–4, 406 Robinson, I 406 robotics 103, 176 Roche, W 19, 54 Rodger, A 152 Rodgers, L 345, 348 Rogers, J 520, 528 roles of HR practitioners 20–2 Rollinson, D 6, 463, 510, 511, 519, 523 Rolph, J 242 Rose, E 511, 512 Rose, M 78, 83, 86 Roth, J 81 Rothwell, W 232, 306, 392 Rousseau, D.M 173 Royle, T 568 Rubery, J 122, 128, 567 Rucci, A 59 Ruck, K 409 Ruefli, T 55 Rupp, D 441 Rutherford, T 106, 110 RWE Power 448 Ryan, A.J 343–88, 458–507 Ryder, P 84, 91 Rynes, S 478 Sabater, A 117–18 sacrifice salary 468 Sadler-Smith, E 224, 228 Saget, C 485 Saini, D 615 Saith, A 619 Sako, M 566 Saks, A 398, 400, 401, 405 Salaman, G 263, 283 Sale, J 391 Salmon, G 241 Sambrook, S 250, 252 sameness approach to equal opportunity policies 194, 199 Samuel, P 526 Sanders, A 376 Sanders, P 83 Scarpetta, S 376, 377 Schein, E 73, 74, 325, 327, 331–4 Schmidt, F 408 Schmuck and Miles, OD cube 319 Z02 Human Resource Management 19564.indd 654 Schneider, B 392, 417 Schneider, W 393 Scholes, J 89 Scholes, K 333 Schön, D.A 228, 280–1 Schuler, R 16, 38, 39, 41, 42, 44, 45, 54, 57, 149, 518 Schuster, J 474, 502 science, influence on HRM 80 scientific management 74, 90, 305, 427, 462 Scotland, VET 253 Scott, A 242, 246–7 Scott-Ligon, G 277, 278 Scott, P 278 Sealy, R 125–6 Searle, R 163 Sears 59 seasonal unemployment 114 secondment 239, 279 Second World War 78 sector effects in MNCs 552 selection China 601 compared with recruitment 149 making decision 163–4 online applications-killer questions 156 random 157 shortlisting 156–7 software CV comparions 156 techniques 157–61 accuracy 162–3 assessment centres 160, 162 comparison of popularity 157 cost 163 factors influencing choice of 162–3 interviews 157–8, 163 social media 160–1 tests 159–60, 162 vacancy level 163 self-assessment 438 self-development 230–1 self-employed 348 self-management 514 Seligman, M 158 Sen, A 605–6 Senge, P 70, 75–6, 87, 89, 90, 218, 327 service industries 463 services, commercial contracts 350 settlement agreements 377 Sewell, G 516 sex discrimination 184, 358, 366, 385 sexual equality 80 sexual harassment 360 sexual orientation, discrimination on basis of 364 Seymour, W.D 78 Shackleton, V 158, 162 shadowing 239–40 Shafer, R 40 Shamsie, J 51 share ownership schemes 501 Sharpe, R 241, 242 Shaw, K 398, 409 Sheehan, M 262, 265–6 Sherwood, D 91 Shinoda, T 569 Shirai, T 568 Shoemaker, P 47–8 shortlisting 157 Shotter, J 84–5, 93 Shury, J 231, 233, 235 Shyam Sundar, K.R 611 Silverman, M 397 Simmons, B.L 392 Simms, M 525 Simon, H.A 36 Sims, R 433 Singh, H 45 single/double-loop learning 228, 231 Sinha, A 592, 605, 617 Sisson, K 16–18, 39, 533 Sisson, P 130 Siu, N 600 skills learning 221 psychomotor 221 shortages 131 soft 221 tacit 222–3 UK policy 250 worker discretion and autonomy 135 skills-based pay 500 ‘skill shortage vacancies,’ 142 Skipton-Leonard, H 280, 304, 307, 308 Sloan, A 33, 34 Sloan, T 85 Sloman, M 242, 253 22/04/2017 02:40 www.downloadslide.com INDEX small and medium-sized enterprises (SMEs) 18, 289 pay structures 491 small firms leadership and management development challenges facing 289–90 Smircich, L 82, 86 Smith, C 597, 618 Smith, D 281 Smith, P 521–3 Snell, S 22, 39, 45–6, 47, 49, 50, 54 Snow, C 38, 39, 41, 43 Snowden, D 217 social architecture 49–50 social capital 597 Social Chapter 531 Social Charter 366 social complexity 49 social constructionism learning 225 social constructionism 81, 83–5 social exchange theory 399–400 social insurance, China 600 socialism, China 595 social learning theory 236 social media 378 employer branding 150–1 impact of 79 selection technique 162–3 social networking 24 recruitment through 155–6 social partnerships, Germany 577 sociocultural, contexts 231, 232 SOEs see state-owned enterprises Sofer, C 229 soft HRM 5, 6, 10, 19, 25, 41, 511 ‘soft’ skills 221 Soldati, P 391 Som, A 615 Sommer, S.M 53, 55 Soskice, D 549, 591 Southgate, J 70 Speechly Bircham 19 Spender, D 88 Spitzer, D.R 245 Sports Direct 31, 133 S-R see stimulus-response approach Stacey, R 313 staff development 230–1 staff retention 164–7, 176 stability index 164–5 Z02 Human Resource Management 19564.indd 655 steps to improve 166–7 stakeholders 9–10, 58, 76, 86, 92 Japan 571 leadership and management development 268, 282–3, 287 stakeholder theory 92 Stammers, R 225, 228 standards, managerial performance 272–3 Standing, G 174 staneda, C 88 Stanford, N 304, 307, 316, 317, 329 Stansfield, L 266 Starbucks 562 state intervention 37 state-owned enterprises (SOEs), China 600 status 351 statute law 358–66 statutory maternity pay 362 Stavrou, E.T 53–5 Staw, B 306 Stead, G.B 84, 88 Steeneveld, M 16 Stephens, T 463 stereotyping 187 definition 187 Sternberg, R.J 222 Stevens, M 262 Stewart-Black, J 217 Stewart, J 215–59, 266, 267 Stewart, P 516 Stewart, R stimulus-response (S-R) approach, learning 225 Stjernberg, T 328 Stober, D 239 Stone, I 518 Stone, K 344, 345 Storey, J 5, 16, 20, 25, 32, 38, 39, 54, 57, 263, 264, 275, 327, 328, 474, 511 Storz, C 592 Strack, R 447, 448 strategic analysis 35 strategic choice 103, 105 strategic human resource management 5, 30–66, 474 best-fit models, limitations 45–7 best-fit school-relationship to strategic management 39–44 655 competitive advantage models 39, 40, 47 configurational models 16, 41–4, 47, 54 criticism 41, 45–6 life-cycle models 47 best-practice 11, 49, 52–4 integrated bundles of HRM: horizontal integration 54 universalism and high commitment 52–4 case study 31, 62–3 compared with human resource management 38–9 conclusions 60 fit/flexible model 45–6 high-performance work practices 52–59 critique 57–8 impact on performance – measuring 58–9 balanced scorecard 58–9 and performance, review of research 57–8 resource-based view 15, 16, 47–51 applying 50–1 limitations 51 VRIO framework 48–50 summary 60–1 strategic integration 10 strategic management 8, 20 strategic positioner 23 strategic role of management 21 strategies common elements in successful 34 definition 33, 34 organisations, leadership and management development 267–70 tension resolution 73–5 Whittington’s typology 36 strategy, and organisational development 329 strategy architect 23 strategy-making process approaches 34–8 classical or rational-planning approach 34–5 evolutionary approach 34, 35 processual approach 36–7 systemic approach 37 Streeck, W 527, 582 22/04/2017 02:40 www.downloadslide.com 656 INDEX strengths-based approach to recruitment 158 stress 19 Stroh, L 55 structural demand 131 structural unemployment 114 Stuart, M 526 Sturges, J 263, 266, 269, 273, 278 sub-contract workers 348 subjective careers 173 subordinate labour 349 subordination 351 succession planning 169–70 competency frameworks 170 effectiveness 169–70 internal/external recruitment 169 reasons for doing 169 Suff P 490 Suff, R 150, 526 Sugeno, K 569 suggestion schemes 514, 516 Sullivan, J 409 Sullivan, R 306 Sunday Times 4, Sung, J 6, 17 supervision 104–5 Susi, S 402 ‘sustainable employability,’ 224 Suwa, Y 569 Swanson, R.A 245, 247 SWOT analysis 321–2 syllogism 250 Symonds P 573 “Systematic Soldiering,” 462 systems approach 76 systems theory 89–91, 306 systems, types 89 tacit knowledge 50, 51, 223 tacit learning 231 Taiwan 597 Takeuchi, H 51 take-up of HRM, reasons why low 17–18 talent, definitions 146, 147 talent management 146–78, 270 activities, objectives of 167–8 attracting talent 149–51 and career management 170–4 case study 146, 176 competency-based approach 153 competitive advantage 148 Z02 Human Resource Management 19564.indd 656 conclusions 174–5 defining 147–8 defining talent required 152–3 developing talent 167–74 effects of economic downturn 174 employer branding 150–1 external versus internal recruitment 149 job-based approach 152–3 methods and their effectiveness 165 online-recruitment 154–5 operations principles 149 person-oriented approach 153 person specification frameworks 152 realistic job previews 154 recruitment documentation 155–6 recruitment methods-selection of 153–4 retaining talent 164–7 selecting talent 156–63 shortlisting 156–7 techniques see selection, techniques strategy 148–9 succession planning 169–70 summary 175 see also recruitment talent pipeline 168, 169 Tamkin, P 13 Tams, S 273 Tansey, C 270 “tapestry,” 70–1, 76, 87, 88, 93 Taras, D.G 529 Tarrant, D 279 task-based participation 514, 516 TaskRabbit 68 Tasty Catering 418–21 Tata group 615 Tate, W 266, 268–9, 278, 279, 284, 292 Tavistock Institute of Human Relations 306 Taylor, C 167 Taylor, F.W 427, 462 Taylor, J 233 Taylor, P 516, 613, 615 Taylor, S 151, 154, 158, 159, 522, 523 Teague, P 580 team-based pay 500–1 team briefings 514, 515, 518 teamworking 7, 13, 516–17 technology proponent 24 TEF (Teaching Excellence Framework) 135 temporary employment 132, 133 temporary workers 370 tension resolution 73–5 humanistic approach 75 human relations approach 74 scientific management 74 terms and conditions changing 358 of employment 356–8 incorporated 358 Terry, M 519–21 tests 159–60, 162 characteristics of good 160 online 160 T-groups 305, 306 theoretical frameworks 15 AMO theory 15, 16, 56, 59 Thomas, D.A 229 Thomas, R 334 Thompson, A 101–44, 290, 458–507 Thompson, I 247, 248 Thompson, J 48 Thompson, M 13, 498 Thompson, P 14, 153, 472 Thomson, A 278 Thornton, G 441 Thorpe, R 280 Thurston, P 446 time-consuming HR activities 22 Timming, A 510, 532, 533 Tipping, S 116, 139 Torrington, D 44–5, 163 total fertility rate (TFR) 109 total quality management (TQM) 54, 78 Towers, B 510, 527, 533 Towers Perrin 415 Towers Watson 395 Townley, B 80, 442 Toyota 53 TQM see total quality management Trade Union and Labour Relations (Consolidation) Act 1992, 373 trade unions 7, 74, 120, 121, 365, 372, 373, 519, 521–5, 527 China 600 22/04/2017 02:40 www.downloadslide.com INDEX collective bargaining 352, 358, 513, 519–20 EWC regulations 533 Germany 576–8, 580, 582 and HRM 520 India 610–12 Japan 569, 570 membership 372 membership decline 519, 521 recognition-decline in 523 redundancies 372 retail fashion organisation, voice issues 537 statutory recognition 523 critique 523 strategies for renewal 524 partnership agreements 525–7 servicing and organising 524–5 USA 551, 560, 561, 563 voice under Coalition government 523–4 voice under New Labour 521–2 see also enterprise unionism training 13 China 598 methods 235–43 needs 232–5 training and development and performance management 433 Transfer of Undertakings (Protection of Employment) Regulations (TUPE) 375 transformational leadership 76 transparency 402, 496 Tregaskis, O 517, 518 Trehan, K 282 Trevor, J 476, 477 Trinder, C 220 Trist, Eric 304, 306 Trivedi, A 611, 613 Truss, C 6, 45, 391, 406 TRW Inc 453–4 Tung, R 443–5 TUPE see Transfer of Undertakings (Protection of Employment) Turnbull, D 406 Turnbull, P 38, 512, 531 Turnbull, S 266, 283 Tuselman, H 580 Z02 Human Resource Management 19564.indd 657 Tyler, S 263, 266, 283 Tyson, S 39 Uber 31, 68 UK decline in manufacturing 128, 129 ethnicity 111–12 labour market, effects of immigrant workers 120 migration 106–11 polpulation 106 unemployment rates 119 vocational qualifications 231 working hours 136–7 youth unemployment 114–15 UK Brexit campaign 249 UK Commission for Employment and Skills (UKCES) 129, 223, 252 UKIP (the UK Independence Party) 107 Ulrich, D 20–1, 22, 23, 26, 55, 56, 217 umbrella contract 370 underemployment 133 unemployed 114–15 claimant count 114 use of term 113–14 unemployment comparison of ethnic minorities 127–8 ethnic minorities compared with whites 126–7 and labour demand 120–1 types of 114 unfair discrimination legal protection 182–3 where it can occur 182 youth 114–15 unfair dismissal 354, 365, 369–72 employee shareholders 378 political opinion or affiliation 377 statutory award 375 unions see trade unions unitarism 9, 57, 511, 561–2 universal credits 112–13 universalism 52–4 Unni, J 612 Upwork 68 657 Urano, E 568 USA ageing workforce 446 business system 550 corporate governance 563–4 downsizing 563 economy employment system 559–6 lower road approach 562 state regulation 563 financial system 563–4 Fordism 559 Great Depression 560 hire at will doctrine 563 liberal market economy 563 managerial prerogative 559 multinational corporations country-of-origin effect 551, 563 host country effects 551 New Deal 560–1 performance management 446 share ownership 563 sub-prime mortgage marketfailure of 76 trade unions 551, 560, 561, 563 vocational education and training system (VET) 564 welfare capitalism 561–2 Vaillant, G.E 82 validity test 160 value 48 Van Wanrooy, B 17, 132, 134, 136–8, 434, 487, 497, 515, 516, 520, 523, 535, 536 Vargas-Silva, C 106, 111 Venkata Ratnam, C 611 vertical integration 38–9, 43–4, 47 victimisation 360 video briefing 514 Vigoda-Gadot, E 309 Vinnicombe 126 Vira, B 612, 613, 615 Virgin Media 104 vocational education and training system (VET) 249–54 aims of 250–1 Britain 251 EU policy framework 251 Europe 251 Germany 577, 578, 582 22/04/2017 02:40 www.downloadslide.com 658 INDEX vocational education and training system (VET) (continued) Japan 569 UK policy 251–4 USA 564 vocational qualifications UK 231 Vocational Training Act 253 volunteer workforce performance management 443 von Prondzynski, F 348 Vroom, V.H 478 vulnerable workers 370 Waclawski, J 304 Waddington, J 524, 525, 531, 532 Waddington, P 334 Wadsworth, J 118, 119 Wage Councils 464 wage drift 466 wages China 601 employer’s duty to pay 352–3 market wages 104 unlawful deductions-protection against 365 see also pay; reward Waggoner, D 443, 445 Wagner, R 408 Wajcman, J 138, 190, 201–2 Wales, VET 253 Walker, P 113 Wall, T 7, 11, 15, 16, 57, 61 Wal-Mart 562 Walton, J 232, 248 Walton, R 32, 52 Wang, G.G 245, 247 Wanous, J 154 Warner, M 600, 603 Warr, P 283 Warwick Institute for Employment Research 102 Watanabe, S 573 Waterman, R.H 76 Watkins, K 278, 319 Watson, M 84, 88, 215–339 Watson, S 490 Watson, T 5, 82, 86 Watts, A.G 224 Weaver, M 410 Webb, J 189 Weber, Max 427 Wechsler, D 219 Weick, K.E 73, 76, 84, 173 Z02 Human Resource Management 19564.indd 658 Weiner, J 156 Welch, J 76, 392 welfare capitalism 561–2 welfare corporatism 566 welfare, reform 115 Wellins, R 411 Wernerfelt, B 48 Western thinking 80, 82 West, M 13 Wheatley, M.J 91 Whiddett, S 153 whistle-blowing 365 White, G 471, 476, 477 Whitehill, A.M 149 Whitley, R 591, 592, 597, 617 Whitmore, J 238 Whitney, D 320 Whittaker, J 71, 218 Whittington, R 34–8, 39, 232 Whybrow, A 239 Wickens, P 570 Wiggins, R 55 Wightman, J 345 Wilensky, H.L 170 Wilkinson, A 16, 18, 468, 471, 477, 480, 500, 511, 514, 516, 517, 533, 534 Wilkinson, B 516, 568, 569 Wilkinson, F 351 Williams, M 151, 289 Williams, S 521, 525, 526, 528 Wilson, D 37 Wilson, R 129–31 Winstanley, D 92 Winter, S 47 Wipro 610 Wisher, V 217 Withers, M 327, 329 Witt, M 592, 594, 596–8, 600, 606–8, 617 Wolf, A 162–3 Wolf Report 251 women with childcare responsibilities 122 discrimination 191, 366 employment rate 116–17 ethnic minorities 126–7 labour market participation 115–17 in professions 124–6 see also female workers; sex discrimination Women in Advertising and Communications London (WAC L) 261 Women’s Business Council 117 Woodall, J 92, 286 Wood, S 6, 7, 11, 15, 16, 32, 52, 57, 61 work employer’s duty to provide 353–4 improved quality 251 systems 13 worker discretion and autonomy, skills 135 workers categories 50 cooperation in production 104–5 disabled 220 female see female workers; women older 220 status compared with employees 354, 355 workforce 112–14 definition 112 economically inactive 112–13 high level qualifications 131 stable 104 working environment, and employee engagement 403 working hours 357 UK 136–7, 477, 486 Working Time Directive 136, 355 Working Time Regulations (WTR) 357, 486–7 work intensification 136–7 work-life balance 76, 136–8, 402 definition 137 employer responses 138 Work-Life Balance Survey 139–40 workplace culture 412 Workplace Employee Relations Survey (WERS) 17, 132, 134, 136–7, 138, 434–5, 487, 520 workplaces 77 works councils 513, 514, 518, 575 Works Councils Directives 531–3 World Café, 321 World Federation of Personnel Management 146 “world hypotheses,” 87–8 ‘worlds of work,’ 26–7 22/04/2017 02:40 www.downloadslide.com INDEX Worley, C 307 Worren, N 325 Worsley, R 173 Wright, A 470, 471, 480, 497 Wright, M.W 57 Wright, P 16, 22, 39, 44–8, 54, 57, 60 Wrightsman, L.S 229 Wright, T 393, 401 wrongful dismissal 372 Wynn, M 370 Z02 Human Resource Management 19564.indd 659 Yeung, A 59 Yorke, M 224 YouGov 19 Youndt, M 52, 55 youth unemployment 114–15 Zagelemyer, S 11 zero-hours contracts 132–3, 355–6 Zhang, J 592, 593, 596–601, 603, 617–19 659 Zhao, W 600, 601, 603, 618 Zhu, Y 600, 601, 603 Zigarelli, M 55 zig-zag careers 495 Zingheim, P 474, 502 Zizzi 504–5 Zohar, D 76 22/04/2017 02:40 www.downloadslide.com Z02 Human Resource Management 19564.indd 660 22/04/2017 02:40 www.downloadslide.com Z02 Human Resource Management 19564.indd 661 22/04/2017 02:40 www.downloadslide.com Z02 Human Resource Management 19564.indd 662 22/04/2017 02:40 www.downloadslide.com Z02 Human Resource Management 19564.indd 663 22/04/2017 02:40 www.downloadslide.com Z02 Human Resource Management 19564.indd 664 22/04/2017 02:40 ... editor | Thompson, Amanda (Head of the Department of Human Resource Management) , editor Title: Human resource management : a contemporary approach / edited by Julie Beardwell and Amanda Thompson, De... resource management Chapter 2 Strategic human resource management Chapter 3 Contextualising HRM PART 2 RESOURCING THE ORGANISATION Chapter 4 HRM and the labour market Chapter 5 Talent management Chapter 6... resource management Strategic human resource management Contextualising HRM M01 Human Resource Management 19564.indd 21/04/2017 21:11 Introduction to Part Human resource management (HRM) has become a