Fundamentals of human resource management : managing people at work / Derek Torrington ... [et al.].

Enhanced descriptions from Syndetics:

Adopting an accessible & practical perspective on the disciplines, this book focuses on the core responsibilities of people management which every manager will have to undertake & understand.

Table of contents provided by Syndetics

• Guided tour
• Preface
• Acknowledgements
• 1 Introducing human resource management
• Defining human resource management
• HRM and the achievement of organisational effectiveness
• Major trends in the HRM business environment
• Major themes in contemporary HRM practice
• Key debate: The state of the psychological contract
• Summary propositions
• General discussion topics
• Further reading
• References
• Part 1 Managing people at work
• 2 Organising a workforce
• Workforce organisation
• Flexibility for organisational benefit
• Key debate: Work-life integration
• Summary propositions
• General discussion topics
• Further reading
• References
• 3 Recruitment and retention
• Methods of recruitment
• Employer branding
• Staff turnover rates and trends
• Staff retention strategies
• Key debate: The significance of skills shortages in the UK
• Summary propositions
• General discussion topics
• Further reading
• References
• 4 Selection
• Selection as a two-way process
• Selection criteria
• Selection methods
• Final selection decision making
• Key debate: Validity and use of selection methods
• Summary propositions
• General discussion topics
• Further reading
• References
• 5 Performance management
• Introducing performance management
• Stages in a performance management system
• Implementation and critique of performance management
• Evaluation of performance management systems
• Key debate: 360-degree feedback
• Summary propositions
• General discussion topics
• Further reading
• References
• 6 People development
• The UK learning and development context
• The value of learning and development to organisations and individuals
• The line manager and learning and development
• The use of behavioural competencies in learning and development
• Methods of learning and development
• Key debate: Is e-learning the future of learning and development?
• Summary propositions
• General discussion topics
• Further reading
• References
• 7 Reward management
• Management objectives
• Setting base pay
• The elements of payment
• Incentives
• Benefits
• Total reward
• Key debate: Does PRP work?
• Summary propositions
• General discussion topics
• Further reading
• References
• 8 Employee relations
• Strategic choices
• Employee involvement
• Terminology
• Information sharing
• Consultation
• Key debate: The role and future of trade unions
• Summary propositions
• General discussion topics
• Further reading
• References
• Part 2 Emerging issues in managing people
• 9 Employment regulation
• A regulatory revolution
• Discrimination law
• Unfair dismissal law
• Health and safety law
• Family-friendly employment law
• Key debate: Is employment law a benefit or a burden for businesses?
• Summary propositions
• General discussion topics
• Further reading
• References
• 10 Diversity in Employment
• What do we mean by diversity in employment?
• Why is diversity in employment important?
• Implications for line managers
• Achieving successful diversity in organisations
• Key debate: Managing diversity or emphasising equality?
• Summary propositions
• General discussion topics
• Further reading
• Web links
• References
• 11 Human resource strategy
• The nature of HR strategy and its link with organisational strategy
• Theoretical perspectives of strategic HRM
• Key debate: What are the people management implications of downsizing and where does the line manager fit in?
• The line manager as downsizing agent
• Summary propositions
• General discussion topics
• Further reading
• Web links
• References
• 12 Leading people
• Some definitions: Leadership and management
• What are the traits of leaders and effective leaders?
• What is the 'best way to lead'? Leadership styles and behaviours
• Do leaders need different styles for different situations?
• Developing leadership skills
• Key debate: Do organisations need heroic or empowering leaders?
• Summary propositions
• General discussion topics
• Further reading
• Web links
• References
• 13 The HR contribution
• The role of line managers in HR
• Analysis of HR roles and structures
• Outsourcing HR
• Key debate: HR shared services -
• what's best for line managers and employees?
• Summary propositions
• General discussion topics
• Further reading
• Web links
• References
• 14 Managing people internationally
• The HRM dimension to international management
• Different ways of working overseas
• Key debate: Managing an international workforce, away or at home?
• Summary propositions
• General discussion topics
• Further reading
• Web links
• References
• 15 The future of HRM
• The labour market
• Competitive pressures
• Regulation
• Key debate: Future contractual arrangements
• Summary propositions
• General discussion topics
• Further reading
• References
• The Skills Package
• 1 Face-to-face skills in management
• Why managers need to develop skills in various face-to-face situations
• Effectiveness in interaction
• Different types of interaction
• Fundamental skills in setting the tone
• Fundamental skills in listening
• Fundamental skills in questioning
• Fundamental skills in feedback
• Summary propositions
• General discussion topics
• Further reading
• Web links
• Exercises
• 2 The selection interview
• Varieties of selection interview
• The purpose of the selection interview
• Interviewing strategy
• The selection interview sequence
• Summary propositions
• General discussion topics
• Further reading
• Web links
• Practical exercise in selection interviewing
• 3 The appraisal interview
• Appraisal problems
• The appraisal interview style
• The appraisal interview sequence
• Making appraisal work
• Summary propositions
• General discussion topics
• Further reading
• Web links
• Exercise
• 4 Coaching
• The scope and potential of coaching
• The career anchor
• The qualities of the coach
• Summary propositions
• General discussion topics
• Further reading
• Web links
• Exercise
• 5 The disciplinary interview
• The nature of disciplinary interviewing
• The discipline sequence
• Summary propositions
• General discussion topics
• Further reading
• Web links
• Glossary
• Index

Author notes provided by Syndetics

Derek Torrington is Emeritus Professor of Management, University of Manchester. Laura Hall and Stephen Taylor are both Senior Lecturers in HRM at Manchester Metropolitan University. Carol Atkinson is Senior Lecturer in HRM at Bradford University.