Human resource management : a concise introduction / edited by Ronan Carbery and Christine Cross.

Enhanced descriptions from Syndetics:

This lively and refreshingly succinct textbook covers not only all the core areas of the subject, from recruitment to managing rewards, but also focuses on helping students to develop the practical skills they will need to succeed in both their academic studies and future career. The authors, highly respected in their field, have drawn on their wealth of academic and industry experience to produce an accessible and captivating text that covers contemporary issues such as equality, diversity and corporate social responsibility. Important topics are supported by real-world case studies with international relevance and based on organizations such as Google, CityJet and BP.
This is a core textbook designed to cater for first and second year undergraduate students studying Human Resource Management modules on Business and Management degrees. The book would also be an ideal core or supplementary text on specialist HRM modules at postgraduate level or on MBA programmes.

Table of contents provided by Syndetics

• List of figures (p. xi)
• List of tables (p. xii)
• About the editors (p. xiii)
• About the contributors (p. xiv)
• Foreword (p. xvii)
• Preface and editors' acknowledgements (p. xviii)
• Mapping the text to CIPD standards (p. xix)
• Tour of the book (p. xxii)
• Spotlight on skills: video and text features (p. xxiv)
• Active case studies grid (p. xxvii)
• Skills development (p. xxviii)
• Publisher's acknowledgements (p. xxxii)
• Abbreviations (p. xxxiii)
• Chapter 1 Introducing Human Resource Management (p. 1)
• Learning Outcomes (p. 1)
• introduction (p. 2)
• The Nature of the Employment Relationship (p. 2)
• What is Human Resource Management? (p. 3)
• The impact of HRM on organizational performance (p. 4)
• Evolution of Human Resource Management as an Organizational Function (p. 4)
• Development of the use of the term HRM (p. 5)
• Who is Responsible for HRM in the Organization? (p. 7)
• Key Human Resource Management Activities (p. 8)
• Evolution of human resource management roles (p. 10)
• Theoretical Basis of HRM (p. 10)
• Strategic Human Resource Management (p. 12)
• Contingency approach (p. 13)
• Universalism approach (p. 13)
• HRM in the News: Ryanair's Approach to HRM (p. 14)
• Configurational approach (p. 15)
• Impact of Environment on HRM Choices (p. 15)
• Internal organizational environment (p. 15)
• External environment (p. 15)
• Summary (p. 17)
• Chapter Review Questions (p. 17)
• Further Reading (p. 17)
• Useful Websites (p. 18)
• Chapter 2 Employee Resourcing: The Planning and Recruitment Phase (p. 19)
• Learning Outcomes (p. 19)
• Introduction (p. 20)
• Spotlight on Skills (p. 20)
• An Overview (p. 20)
• Human Resource Planning (p. 22)
• 1 Analyse the current situation (p. 22)
• 2 Forecast future staffing demand/supply (p. 22)
• 3 Develop plans aligning current situation with future needs (p. 23)
• 4 Implement plans (p. 23)
• 5 Control, review and adjust plans (if needed) (p. 23)
• Recruitment (p. 23)
• The Recruitment Process (p. 24)
• Internal recruitment (p. 27)
• HRM in the News: Working Abroad Expo in Ireland (p. 28)
• External recruitment (p. 29)
• E-recruitment (p. 31)
• Overseas/international recruitment (p. 31)
• Role of Employer Brand in Recruitment (p. 32)
• The Job Advert (p. 33)
• The Flexible Workforce (p. 34)
• Core and peripheral workforce (p. 34)
• Labour flexibility (p. 35)
• Criticisms of the flexible firm model (p. 35)
• Flexible work practices (p. 36)
• Recruitment, Flexibility and Employment Legislation (p. 37)
• Summary (p. 37)
• Active Case Study: Recruitment Strategy at ValuOutlets (p. 38)
• Chapter Review Questions (p. 39)
• Further Reading (p. 39)
• Useful Websites (p. 39)
• Chapter 3 Employee Resourcing: The Selection Phase (p. 40)
• Learning Outcomes (p. 40)
• Introduction (p. 41)
• Spotlight on Skills (p. 41)
• Strategic Selection and Competencies (p. 41)
• Application forms and CVs (p. 42)
• Shortlisting Stage (p. 42)
• Online screening (p. 44)
• Making the Selection Decision (p. 44)
• Range of Employee Selection Methods (p. 46)
• Structured and unstructured interviews (p. 46)
• HRM in the News: Employee Selection at Google (p. 47)
• Psychometric testing (p. 49)
• Personality profiling (p. 49)
• Assessment centres (p. 49)
• Work sample tests (p. 50)
• Graphology (p. 50)
• Problems with the Selection Interview (p. 50)
• Employment Legislation and the Selection Process (p. 51)
• Making the Final Selection Decision (p. 52)
• References (p. 52)
• Post-offer stage (p. 53)
• Active Case Study: MsTAR (p. 53)
• Summary (p. 54)
• Chapter Review Questions (p. 54)
• Further Reading (p. 55)
• Useful Websites (p. 55)
• Chapter 4 Employee Induction, Turnover and Retention (p. 56)
• Learning Outcomes (p. 56)
• Introduction (p. 57)
• Spotlight on Skills (p. 57)
• The Role of HR in Induction, Turnover and Retention (p. 57)
• Induction (p. 58)
• What is induction? (p. 58)
• Traditional approach to employee induction (p. 59)
• A new perspective on employee induction (p. 60)
• Onboarding (p. 60)
• What does work in terms of induction? (p. 61)
• Specific practices to enhance socialization process (p. 62)
• Line management involvement in induction (p. 63)
• Employee Turnover (p. 63)
• The impact of the external labour market environment on turnover levels (p. 64)
• Should an organization seek to minimize its turnover levels? (p. 64)
• What is an appropriate turnover level for a business? (p. 65)
• Costs of labour turnover (p. 65)
• What can organizations do to limit the impact of high-profile leavers? (p. 65)
• Measuring turnover (p. 66)
• HRM in the News: The Impact of a High-profile Leaver (p. 67)
• Retention (p. 68)
• Recruitment and selection (p. 68)
• Training and career management (p. 68)
• Motivation and compensation (p. 69)
• Active Case Study: The Exit Interview and Employee Retention (p. 70)
• Summary (p. 70)
• Chapter Review Questions (p. 71)
• Further Reading (p. 71)
• Useful Websites (p. 71)
• Chapter 5 Equality in the Workplace (p. 72)
• Learning Outcomes (p. 72)
• Introduction (p. 73)
• Spotlight on Skills (p. 73)
• Why is Equality an Important Issue? (p. 73)
• Human capital explanations of inequality in the workplace (p. 74)
• Inequality as a reflection of social and cultural attitudes and norms (p. 75)
• Institutional explanations of inequality (p. 76)
• Variations across countries (p. 77)
• Drivers of Equality and Equal Treatment at Workplace Level (p. 77)
• The social justice case (p. 77)
• The business case (p. 78)
• National initiatives to foster equality (p. 78)
• Legislation and Equality (p. 79)
• Victimization (p. 80)
• Exceptions to Equality Legislation (p. 80)
• HRM in the News: Inequalities and the Workplace (p. 81)
• Equality and the carer: a gender issue? (p. 82)
• Maternity protection (p. 82)
• Parental leave (p. 83)
• Does the legislation work? (p. 84)
• The Positive Discrimination/Positive Action Debates (p. 84)
• HRM, the Workplace and Equality (p. 85)
• The proactive organization (p. 86)
• Summary (p. 87)
• Active Case Study: Dromlona Whiskey (p. 88)
• Chapter Review Questions (p. 89)
• Further Reading (p. 90)
• Useful Websites (p. 90)
• Chapter 6 Managing Diversity in the Employment Relationship (p. 91)
• Learning Outcomes (p. 91)
• Introduction (p. 92)
• Spotlight on Skills (p. 92)
• What is Diversity? (p. 92)
• Diversity in an organizational context (p. 93)
• Distinguishing between equal opportunities and diversity management (p. 93)
• Motivators of Diversity Management Approaches (p. 94)
• Values-driven diversity management (p. 94)
• Productive diversity management (p. 95)
• Compliance-driven diversity management (p. 95)
• Approaches to Diversity Management (p. 96)
• HRM in the News: Will the Republic of Ireland ever Have a Female Prime Minister? (p. 97)
• Proactive approach (p. 98)
• Active approach (p. 98)
• Reactive approach (p. 98)
• Benefits of Diversity Management (p. 98)
• Employer benefits (p. 98)
• Employee benefits (p. 100)
• Challenges and Limitations of Diversity Management Programmes (p. 100)
• Measuring the costs and benefits of a diversity management programme (p. 101)
• Implementing a Diversity Management Action Plan (p. 102)
• Active Case Study: Volvo Cars (p. 103)
• Summary (p. 104)
• Chapter Review Questions (p. 105)
• Further Reading (p. 105)
• Useful Websites (p. 105)
• Chapter 7 Performance Management (p. 106)
• Learning Outcomes (p. 106)
• Introduction (p. 107)
• Spotlight on Skills (p. 107)
• The Role and Value of Performance Management (p. 107)
• Performance Management Pitfalls (p. 109)
• Managerial hostility (p. 109)
• Staff hostility (p. 110)
• Conflicting and short-term objectives (p. 110)
• Inadequate interpersonal and interviewing skills (p. 110)
• Lack of interview follow-up (p. 111)
• Failure to evaluate or review the system (p. 111)
• Complex system/paperwork (p. 111)
• The Performance Management Review Meeting (p. 112)
• Before the meeting (p. 112)
• During the meeting (p. 113)
• What should you do after the meeting? (p. 113)
• Feedback (p. 114)
• HRM in the News: Performance Appraisal is not Doing the Business (p. 114)
• Training for Effective Performance Management (p. 115)
• The system's design/redesign (p. 116)
• Performance Management Schemes (p. 117)
• System Evaluation (p. 118)
• Coaching and Underperformance (p. 118)
• Active Case Study: Performance Appraisal at the Cool Call Centre Ltd (p. 119)
• Summary (p. 120)
• Chapter Review Questions (p. 121)
• Further Reading (p. 121)
• Useful Websites (p. 121)
• Chapter 8 Managing Rewards (p. 122)
• Learning Outcomes (p. 122)
• Introduction (p. 123)
• Spotlight on Skills (p. 123)
• The Reward Package (p. 124)
• Direct pay (p. 124)
• Forms of performance-related pay (p. 125)
• Indirect pay (benefits) (p. 126)
• Nonfinancial rewards (p. 128)
• HRM in the News: British Petroleum (BP) and Executive Bonuses after the Gulf Disaster (p. 128)
• Determining the Relative Value of Jobs (p. 129)
• Internal Alignment (p. 129)
• Non-analytical methods of job evaluation (p. 130)
• Analytical methods of job evaluation (p. 131)
• Environmental Factors (p. 132)
• External Comparisons (p. 133)
• Determining competitive markets (p. 134)
• Information sources (p. 134)
• Pay as a Motivator (p. 136)
• Active Case Study: Employee Bonus Schemes (p. 136)
• Summary (p. 140)
• Chapter Review Questions (p. 141)
• Further Reading (p. 141)
• Useful Websites (p. 141)
• Chapter 9 Learning and Development (p. 142)
• Learning Outcomes (p. 142)
• Introduction (p. 143)
• L&D as an Organizational Process (p. 143)
• Spotlight on Skills (p. 144)
• Benefits of L&D for Individuals, Teams, Organizations and Society (p. 144)
• Benefits for individuals and teams (p. 144)
• Benefits for organizations and society (p. 145)
• Models of L&D in Organizations (p. 145)
• The systematic L&D model (p. 145)
• A strategic HRD model (p. 146)
• The learning organization model (p. 147)
• How Do People Learn? (p. 148)
• The experiential learning cycle (p. 148)
• Learning styles (p. 149)
• Formulating an L&D Strategy (p. 149)
• Identifying and Responding to L&D Needs (p. 150)
• Designing and Delivering L&D Interventions (p. 151)
• Formulation of learning objectives/outcomes (p. 151)
• The selection of L&D strategies (p. 151)
• HRM in the News: Social Learning: The New Frontier for L&D (p. 153)
• The selection of L&D methods (p. 153)
• The delivery of L&D (p. 153)
• Evaluating L&D Activities (p. 154)
• Active Case Study: Upskilling your Training Team (p. 156)
• Summary (p. 157)
• Chapter Review Questions (p. 158)
• Further Reading (p. 158)
• Useful Websites (p. 158)
• Chapter 10 Career Development (p. 159)
• Learning Outcomes (p. 159)
• Introduction (p. 160)
• What is a Career? (p. 160)
• Spotlight on Skills (p. 160)
• Traditional Career Perspectives (p. 161)
• Responsibility for Career Development (p. 162)
• Contemporary Careers (p. 163)
• Boundaryless careers (p. 164)
• Protean careers (p. 165)
• Authentic careers (p. 166)
• Kaleidoscope careers (p. 166)
• Off-ramp careers (p. 167)
• Portfolio Careers (p. 168)
• HRM in the News: An Atypical Hollywood Career (p. 170)
• Graduate Careers and Mass Customization of Careers (p. 170)
• Career Motivation Theory (p. 172)
• Role of the HRM Function (p. 173)
• Active Case Study: Apple Computers (p. 174)
• Summary (p. 175)
• Chapter Review Questions (p. 175)
• Further Reading (p. 175)
• Useful Websites (p. 175)
• Chapter 11 Health, Safety and Employee Wellbeing (p. 176)
• Learning Outcomes (p. 176)
• Introduction (p. 177)
• Safety Culture (p. 177)
• Spotlight on Skills (p. 177)
• Why Accidents Occur (p. 178)
• Accidents and near misses (p. 179)
• Costs of accidents (p. 180)
• Accident causation theories (p. 180)
• Human Factors and Health and Safety (p. 182)
• Behaviour-based approach (p. 183)
• Attitude-based approach (p. 184)
• Employee Wellbeing (p. 185)
• Ergonomics (p. 185)
• Job characteristics (p. 186)
• Stress (p. 187)
• HRM in the News: New Approaches to Work Design (p. 188)
• Job strain (p. 189)
• Workplace bullying (p. 189)
• Sickness absence (p. 190)
• Workaholism (p. 190)
• Health, Safety and Wellbeing and HRM (p. 191)
• Health and safety legislative considerations (p. 193)
• Active Case Study: Health and Safety in a Police Station in the Republic of Ireland (p. 193)
• Summary (p. 194)
• Chapter Review Questions (p. 194)
• Further Reading (p. 195)
• Useful Websites (p. 195)
• Chapter 12 Managing the Employment Relationship (p. 196)
• Learning Outcomes (p. 196)
• Introduction (p. 197)
• Spotlight on Skills (p. 197)
• The Nature of the Employment Relationship (p. 197)
• Theoretical Perspectives (p. 198)
• Actors in the Employment Relationship (p. 199)
• Employee representation (p. 199)
• Employer organizations (p. 200)
• The Changing Nature of Employment Relations (p. 200)
• Unionization and collective bargaining (p. 200)
• HRM in the News: 'Bossnappings' (p. 201)
• Individual employment law (p. 202)
• Employee Participation and Voice (p. 203)
• The Nature of Conflict and its Resolution (p. 203)
• State agencies for conflict resolution (p. 204)
• Active Case Study: Fireftghting on the Job (p. 205)
• Summary (p. 206)
• Chapter Review Questions (p. 206)
• Further Reading (p. 206)
• Useful Websites (p. 206)
• Chapter 13 International Human Resource Management (p. 207)
• Learning Outcomes (p. 207)
• Introduction (p. 208)
• Spotlight on Skills (p. 208)
• International Human Resource Management (p. 208)
• Globalization and IHRM (p. 210)
• The transfer of HRM practices in MNCs (p. 211)
• Managing Employees on International Assignments (p. 213)
• Recruitment and selection (p. 213)
• Preparation (p. 214)
• Adjustment (p. 215)
• Compensation (p. 215)
• Performance management (p. 216)
• Repatriation (p. 217)
• HRM in the News: Female Expatriates (p. 218)
• Expatriate Failure (p. 220)
• Alternative international assignments (p. 220)
• Active Case Study: IrishCo Acquires French Company (p. 221)
• Summary (p. 222)
• Chapter Review Questions (p. 222)
• Further Reading (p. 222)
• Useful Websites (p. 223)
• Chapter 14 Corporate Social Responsibility and Human Resource Management (p. 224)
• Learning Outcomes (p. 224)
• Introduction (p. 225)
• Corporate Social Responsibility (p. 226)
• What is corporate social responsibility? (p. 227)
• Which CSR issues should firms address? (p. 227)
• The Controversy of CSR (p. 229)
• The shareholder view of the firm (p. 230)
• The stakeholder view of the firm: the 'social contract' arguments (p. 231)
• The stakeholder view of the firm: the 'business case' arguments (p. 232)
• The Case against CSR (p. 234)
• HRM in the News: Apple and CSR (p. 236)
• A Role for Regulation? (p. 237)
• Summary (p. 238)
• Chapter Review Questions (p. 238)
• Further Reading (p. 239)
• Useful Websites (p. 239)
• Glossary (p. 240)
• Bilbliography (p. 246)
• Index (p. 262)

Author notes provided by Syndetics