List of figures and tables

Acknowledgements

Abbreviations

About the authors

Chapter 1: Introduction: HRM context, development and scope

1.1 Introduction

1.2 Chapter features and the wider relevance of HRM

1.3 What is HRM?

1.4 Rhetoric and reality in HRM

1.5 Tensions in HRM

1.6 A strategic role?

1.7 The context of HRM

1.8 Scope

1.9 Conclusion

Chapter 2: Employee resourcing

2.1 Introduction

2.2 Overview

2.3 HRP

2.4 Activities in HRP

2.5 Methods and data in HRP

2.6 Impacts on HRP

2.7 HRP in practice

2.8 Recruitment and selection

2.9 Stages

2.10 Sources and methods of recruitment and selection

2.11 Selection

2.12 Methods

2.13 Recruitment and selection in practice

2.14 Conclusion

Chapter 3: Employee rewards

3.1 Introduction

3.2 Overview

3.3 Rewards and integration

3.4 Types of reward

3.5 Determinants

3.6 Performance-related rewards

3.7 PRP schemes

3.8 Difficulties with PRP

3.9 Rewards in practice

3.10 Conclusion

Chapter 4: Employee development

4.1 Introduction

4.2 Overview

4.3 Training

4.4 Management development

4.5 Factors shaping provision and effectiveness

4.6 Determining and locating training

4.7 Evaluation

4.8 Training in practice

4.9 International comparisons in training

4.10 Variety in training provision

4.11 Performance appraisal

4.12 Methods and techniques

4.12.4 Ranking

4.13 Potential problems with performance appraisal

4.14 International comparisons in performance appraisal

4.15 Conclusion

Chapter 5: Employee relations

5.1 Introduction

5.2 Overview

5.3 Employee relations

5.4 Concept of a ‘system’

5.5 Strategic choice

5.6 Frames of reference

5.7 Individualism versus collectivism

5.8 Partnership

5.9 The future of employee relations

5.10 Employee involvement

5.11 Forms of employee involvement

5.12 Conclusion

Chapter 6: Conclusion

6.1 Introduction

6.2 Key points

6.3 Comparisons

6.4 The future of HRM

6.5 Conclusion

Contemporary developments

Managing people – as seen in art and culture

Case studies

Index