Human Resource Management, Eleventh Edition
By Derek Torrington, Laura Hall, Stephen Taylor and Carol Atkinson
Contents:
Guided tour xiv
Preface xvii
Publisher’s acknowledgements xix
Part 1 Human resource management in the modern world 2
1 The nature of human resource management 4
Defining human resource management 7
The evolution of modern HRM 12
HRM and the achievement of organizational effectiveness 17
Summary propositions 20
General discussion topics 20
Theory into practice 21
Further reading 22
References 22
2 The global context for human resource management 25
Defining globalisation 26
The causes of globalisation 28
The impact of globalisation 30
Conclusions 38
Summary propositions 39
General discussion topics 39
Theory into practice 39
Further reading 40
References 41
3 HRM around the world 42
Global HRM: similarities 43
Global HRM: differences 45
Explaining global diversity in HRM practice 51
Is greater divergence a possibility? 58
Summary propositions 59
General discussion topics 59
Theory into practice 59
Further reading 60
References 61
4 Strategic human resource management 63
Strategic HRM 64
The relationship between business strategy and HR strategy 67
Theoretical perspectives of strategic HRM 69
Summary propositions 81
General discussion topics 82
Theory into practice 82
Further reading 83
Web link 83
References 84
5 Workforce planning, analytics and AI 87
The contribution and feasibility of workforce planning 89
The scope of workforce planning 93
Analysing the environment 94
Forecasting future HR needs 96
Analysing the current situation and
projecting forward 98
Reconciliation, decisions and plans 101
Workforce analytics and AI (artificial intelligence) 103
Summary propositions 109
General discussion topics 109
Theory into practice 110
Further reading 110
References 111
6 Employability: the basic skills 113
6.a. Being effective with people 114
Summary propositions 119
General discussion topics 120
Putting it into practice 120
6.b. Using and interpreting
basic analytics 121
Summary propositions 128
General discussion topics 129
Putting it into practice 129
6.c. Effective writing 129
Summary propositions 133
General discussion topics 133
Putting it into practice 133
6.d. Presentation 133
Summary propositions 137
General discussion topics 137
Putting it into practice 138
Further reading 138
References 139
Part 2 Resourcing: getting people in the right places to do the right things 140
7 Organisational agility and flexibility 142
Organisation design 143
Organisation structures 145
Employer flexibility 149
Employee flexibility 155
Summary propositions 158
General discussion topics 159
Theory into practice 159
Further reading 160
References 161
8 Recruitment 164
Determining requirements 166
Rational versus processual approaches
to recruitment 169
Internal recruitment 172
External recruitment 173
Recruitment advertising 178
Evaluation of recruitment activity 180
Summary propositions 181
General discussion topics 181
Theory into practice 182
Further reading 182
References 183
9 Selection methods
and decisions 186
Rational versus processual
approaches to selection 187
Selection criteria 188
Shortlisting 189
Selection methods 192
Advanced methods of selection 196
Final selection decision making 203
Validation of selection procedures 203
Summary propositions 204
General discussion topics 204
Theory into practice 204
Further reading 206
References 206
10 Employability: skills
in resourcing 208
10.a. Determining the vacancy 209
Summary propositions 210
Putting it into practice 210
10.b. Job and competency analysis 211
Summary propositions 215
Putting it into practice 215
10.c. The selection interview 215
Summary propositions 225
General discussion topics 226
Putting it into practice 226
Further reading 227
Reference 227
Part 3 Performance: success
through individual and
collective achievement 228
11 Employee performance
management 230
Performance management or
performance appraisal? 231
Theoretical bases of performance
management 234
Performance management across
national contexts 235
Stages in a performance management
system 235
Performance management: does it
improve performance? 243
Summary propositions 245
General discussion topics 245
Theory into practice 246
Further reading 246
References 247
12 Leadership 250
Leadership and management 252
What are the traits of (effective) leaders? 253
What is the ‘best way to lead’?
Leadership styles and behaviours 254
Do leaders need different styles for
different situations? 256
Transformational leadership: do
we really need heroes? 258
Followership 262
Summary propositions 264
General discussion topics 264
Theory into practice 264
Further reading 265
References 266
13 Managing attendance and absence 269
The national context 270
Impact on the organisation 273
Process and causes of absence
and attendance 274
Managing for appropriate attendance 276
Summary propositions 283
General discussion topics 284
Theory into practice 284
Further reading 285
References 285
14 Engagement and retention 287
Defining engagement 288
The benefits of employee engagement 290
Employee retention 292
The impact of labour turnover 292
Analysing labour turnover 294
Engagement and retention strategies 296
Summary propositions 301
General discussion topics 301
Theory into practice 301
Further reading 303
References 303
15 Employability: skills in
performance 306
15.a. The appraisal interview 307
Summary propositions 313
General discussion topics 314
Putting it into practice 314
15.b. Designing questionnaires 315
Putting it into practice 318
Further reading 318
References 319
Part 4 Development 320
16 Organisational change and
development 322
The nature of change and the role of
planned change 323
How can organisations be responsive
to change? 325
Addressing the employee experience
of change 327
Reconceptualising change 333
Organisational development as a
specific approach to change 334
The evolution and future of OD 337
Summary of the HR role in change 338
Summary propositions 338
General discussion topics 339
Theory into practice 339
Further reading 340
References 341
17 The context of employee
learning and development 344
The UK national picture and strategy 346
UK skills policy and framework 348
The learning context 355
Summary propositions 363
General discussion topics 363
Case study 364
Further reading 365
References 365
18 Learning and development 367
Identifying learning and
development needs 368
Methods of learning and development: Part 1 370
Methods of learning and development:
Part 2 Focus on digital learning technologies 382
Evaluation of training and development 386
Summary propositions 387
General discussion topics 388
Theory into practice 388
Further reading 389
References 390
19 Talent and career development 392
What is talent? 393
Identification of talent 395
Strategic talent and career
development 398
Promotion and succession planning 401
Developing talent and careers 402
How organisations evaluate talent management 407
Summary propositions 409
General discussion topics 409
Theory into practice 409
Further reading 410
References 411
20 Employability: skills in learning and development 414
20.a. Teaching and learning 415
Summary propositions 417
Putting it into practice 417
20.b. Coaching 418
Summary propositions 422
General discussion topics 422
Putting it into practice 423
Further reading 423
References 424
Part 5 Employee relations 426
21 Employee voice 428
Terminology 430
Information sharing 431
Team briefing 432
Quality circles 433
Attitude surveys 434
Suggestion schemes 434
Consultation 435
Co-determination 437
Summary propositions 439
General discussion topics 439
Theory into practice 439
Further reading 441
References 441
22 The legal framework of work 444
A regulatory revolution 445
The contract of employment 446
Discrimination law 449
Unfair dismissal law 453
Health and safety law 460
Family-friendly employment law 462
Is employment law a benefit or a burden for businesses? 463
Summary propositions 465
General discussion topics 466
Theory into practice 466
Further reading 468
References 468
Legal cases 469
23 Diversity and inclusion 470
How ‘equal’ is the workforce? 471
Different approaches to equality 477
Implications for organisations 483
Summary propositions 485
General discussion topics 485
Theory into practice 486
Further reading 486
References 487
24 Employability: skills in employee relations 490
24.a. Mediation 491
Summary propositions 493
General discussion topics 493
24.b. The disciplinary or grievance interview 493
Summary propositions 501
General discussion topics 501
Putting it into practice 501
Further reading 502
References 503
Part 6 Reward: the contract for payment 504
25 Total reward and setting pay 506
Introducing reward management 507
Total reward 508
The elements of payment 511
Setting base pay 513
The importance of equity 518
Regulatory restrictions 519
Minimum wages 520
Equal pay law 520
Unlawful deductions 520
International diversity in reward
management 520
Summary propositions 522
General discussion topics 523
Theory into practice 523
Further reading 525
References 525
26 Incentives 527
Basic choices 528
The extent to which incentives are paid 531
Payment by results (PBR) schemes 532
Performance-related pay (PRP) 533
Skills-based pay 538
Profit sharing 540
Summary propositions 542
General discussion topics 542
Theory into practice 542
Further reading 544
References 545
27 Pensions and benefits 547
Pensions 549
Occupational pensions
and HRM 554
Sick pay 556
Company cars 557
Flexible benefits 558
Summary propositions 560
General discussion topics 561
Theory into practice 561
Further reading 562
References 562
28 Employability: skills in reward 564
28.a. Negotiation 565
Summary propositions 569
General discussion topics 570
Putting it into practice 570
28.b. How to reward employees working overseas
for the dislocation of their domestic and social arrangements 571
Summary propositions 572
General discussion topics 573
Putting it into practice 573
Further reading 574
Part 7 Contemporary issues 576
29 HRM and business ethics 578
What do we mean by ethics? 579
Early management concern with ethics 581
Business ethics today 581
Ethics and HRM 583
Ethics across national boundaries 585
Some current and developing
ethical dilemmas 586
Summary propositions 589
General discussion topics 590
Theory into practice 590
Further reading 591
References 592
30 Managing the human resource function 593
The HR function: purpose, roles and competencies 594
Structure of the HR function 597
HR strategic contribution 599
HR delivery approaches 602
HR shared services 603
Outsourcing HR 605
The role of line managers in HR 607
Critique of the changes in the
HR function 609
Summary propositions 611
General discussion topics 611
Theory into practice 612
Further reading 612
References 612
31 HR in small and medium-sized enterprises 616
Introduction 617
What do we know about working in SMEs? 618
The SME context 619
How strategic is HR in SMEs? 624
What does this mean for HR practice in SMEs? 626
Summary propositions 627
General discussion topics 628
Theory into practice 628
Further reading 629
References 629
32 Health and well-being 632
The nature of health and well-being 633
Health and well-being initiatives 635
‘Good work’ and well-being: job design and job quality 638
The business case for health and well-being 642
Criticisms of health and well-being initiatives 643
Summary propositions 645
General discussion topics 646
Theory into practice 646
Further reading 647
References 647
33 Managing the international workforce 650
Structuring international organisations 652
Managing expatriates 657
HRM issues in international organisations 662
Summary propositions 665
General discussion topics 666
Theory into practice 666
Further reading 668
References 668
34 The future of work 669
Long-term labour market trends 671
Technology and jobs 676
Conclusions 683
Summary propositions 684
General discussion topics 685
Theory into practice 685
Further reading 686
References 687
35 Advanced HR skills 688
35.a. Chairing meetings 689
Summary propositions 691
Putting it into practice 692
35.b. Presentation at tribunal 692
Putting it into practice 695
35.c. Dealing with bullying and harassment at work 696
Summary propositions 700
General discussion topics 700
Putting it into practice 700
35.d. Using consultants 701
Summary propositions 703
General discussion topics 703
References and Further reading 704
Index 705