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El. knyga: Human Resource Management

4.00/5 (1 ratings by Goodreads)
(Edinburgh Napier University, UK), (Leeds Beckett University, UK), (Queen's University Belfast, UK), (Queen's University Belfast, Northern Ireland)
  • Formatas: 510 pages
  • Išleidimo metai: 30-Dec-2021
  • Leidėjas: Bloomsbury Academic
  • Kalba: eng
  • ISBN-13: 9781350933330
Kitos knygos pagal šią temą:
Human Resource ManagementDidesnis paveikslėlis
  • Formatas: 510 pages
  • Išleidimo metai: 30-Dec-2021
  • Leidėjas: Bloomsbury Academic
  • Kalba: eng
  • ISBN-13: 9781350933330
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Authoritatively and expertly written, the new seventh edition of Bratton and Golds Human Resource Management builds upon the enduring strengths of this renowned book. Thoroughly updated, topical and accessible, this textbook explores the theory and practice of human resource management and will encourage your students to reflect critically on the realities of the ever-changing world of work.

The new edition truly captures the zeitgeist of contemporary human resource management. With coverage of the Covid-19 pandemic in relation to business ethics, physical and mental wellbeing, inequality and the rise of the gig-economy and precarious work, students will feel connected to the complex issues that face workers, organisations and wider society. This edition also includes expanded coverage on the ever-palpable effects of globalization and technological change and explores the importance of sustainable practice. Students will gain critical insight into the realities of contemporary HRM, engaging with the various debates and tensions inherent in the employment relationship and understanding the myriad of different theories underpinning human resource management.

New to this edition: - New Ethical Insight boxes explore areas of current ethical concern in trends and practice - New Digital Spotlight boxes explore innovations in technology, analytics and AI and the impact on workers and organisations - Topical coverage on job design and the rise of the gig economy and precarious work - A critical discussion of the core themes and debates around human resource management in the post-Covid-19 era, including mental health and wellbeing. - A rich companion website packed with extra resources, including video interviews with HR professionals, work-related films, bonus case studies, links to employment law, and vocab checklists for ESL students make this an ideal text for online or blended learning.

Recenzijos

This is an excellent textbook. The material is totally up to date in my view. The chapters combine HR theory and practical case studies, and are easy to follow for undergraduate students. I would say that HRM 7th edition is quite competitive compared to other existing books in teaching undergraduate HRM. Each chapter starts with interesting examples which can catch students attention. * Yuanyaun Huo, Associate Professor in Organisational Behaviour and Management, University of Surrey, UK. *

Daugiau informacijos

Thoroughly updated, topical and accessible, this textbook explores the theory and practice of human resource management and will encourage you to reflect critically on the realities of the ever-changing world of work.
Figures and Tables
xviii
About the Author xxi
About the chapter contributors xxi
About the feature contributors xxi
Author's Acknowledgements xxiii
Message to Lecturers xxiv
Preface xxv
Tour of the Book xxviii
Search & Watch xxx
Digital Resources xxxii
Key Topics Grid xxxiii
PART 1 Past as Prologue: The Ascendency of HRM
Introduction
2(1)
Work and employment relations in the age of neoliberalism
3(5)
The ascendency of HRM
8(2)
The context of management education
10(2)
HRM: a discipline in crisis
12(2)
The structure and content of the book
14(4)
PART 2 Human Resource Management as a Field of Study
Chapter 1 Contemporary Human Resource Management: The Role of Critique
18(32)
Introduction
19(1)
Defining human resource management
19(4)
Digital Spotlight: How digital technologies shape and direct HRM
23(1)
The employment relationship
23(5)
Ethical Insight: Is it ethical to insist workers should return to work during the Covid-19 crisis?
28(1)
The scope and goals of HRM
29(2)
The goals of HRM
31(1)
Global HRM: Netflix: Line managers use `keeper test'
31(1)
Theorising HRM
32(1)
The Michigan model of HRM
33(1)
The Harvard model of HRM
34(1)
The Storey model of HRM
35(2)
The Ulrich Human Resource Business Partner model of HRM
37(1)
The Bath model of HRM
38(2)
HRM in Practice: Managers as agents of the HRM function
40(1)
HRM and the role of critique
41(2)
The effect of critique on work and people management
43(2)
Summary
45(1)
Review questions
45(1)
Search & Watch
45(1)
Legal Focus
46(1)
Chapter case: Diversity at DigitalArt
46(2)
Further reading
48(2)
Chapter 2 Corporate Strategy and Strategic HRM
50(34)
Introduction
51(1)
Strategic management
51(2)
HRM in Practice: Our people are our greatest asset?
53(1)
The five-step process of strategic management
54(1)
Ethical Insight: Do ethics influence corporate strategy?
55(1)
Hierarchy of strategy
56(1)
Corporate-level strategy
57(1)
Business-level strategy
57(1)
Functional-level strategy
57(1)
Strategic choice and corporate ideology
57(1)
Building a sustainable strategy
58(2)
Global HRM: Australian businesses urge green recovery from Covid-19 crisis
60(1)
Strategy, ethics and corporate social responsibility
60(1)
Strategic HRM
61(1)
Defining strategic HRM
62(1)
Theorising strategic HRM
63(1)
The `best-fit' model
64(1)
The `best-practice' model
64(1)
The `resource-based' model
65(2)
HR strategy and organisational dynamics
67(1)
Line managers as agents of HR strategy
68(1)
Digital Spotlight: Key metrics for aligning corporate strategy and HR strategy
69(1)
HR strategy and performance
70(5)
Critical perspectives and analysis
75(3)
Summary
78(1)
Review questions
78(1)
Search & Watch
78(1)
Legal Focus
79(1)
Chapter case: Mandla Winery
79(2)
Further reading
81(3)
PART 3 Fundamentals of HRM
Chapter 3 Job and Work Design
84(30)
Introduction
85(1)
The nature of work
85(2)
Global HRM: How could a four-day week work for Kiwis?
87(1)
The meaning of job and work design
88(5)
HRM in Practice: Teachers at breaking point
93(1)
The development of work design
94(2)
Ethical Insight: The ethics of zero-hours contracts
96(1)
Classical work designs: scientific management
97(3)
Post-bureaucratic design: the job characteristic model
100(1)
Post-bureaucratic design: Japanese management
100(1)
Digital Spotlight: Optimising the strengths of humans and machines
101(1)
Contemporary design: process-centred and high-performance systems
102(1)
Business process re-engineering
102(1)
High-performance work systems
103(2)
Critiquing job and work design
105(4)
Summary
109(1)
Review questions
109(1)
Search & Watch
109(1)
Legal Focus
110(1)
Chapter case: Virtual teams at G&Q Manufacturing
110(1)
Further reading
111(3)
Chapter 4 Workforce Planning and Diversity
114(28)
Introduction
115(1)
The nature and scope of workforce planning
115(2)
Ethical Insight: Diversity and inclusion: a question of economics or ethics?
117(1)
The workforce planning process
118(1)
Demand forecasting
118(2)
Supply forecasting
120(1)
Workforce action plans: organisational responses to forecasts
121(1)
Global HRM: Domestic workers in Qatar and workforce planning
122(1)
Workforce diversity
123(1)
Diversity as lived experience
124(1)
Digital Spotlight: Key metrics for workforce planning
125(1)
Diversity management
126(3)
Flexibility and precariousness
129(2)
Zero-hours contracts
131(1)
Teleworking
131(1)
Outsourcing and offshoring
132(1)
`Downsizing' or `rightsizing'
133(1)
HRM in Practice: Safeguarding the lives of BAME key workers
134(1)
Critiquing workforce planning
135(2)
Summary
137(1)
Review questions
137(1)
Search & Watch
137(1)
Legal Focus
137(1)
Chapter case: Køre (Part 1)
138(2)
Further reading
140(2)
Chapter 5 Recruitment and Selection
142(30)
Introduction
143(1)
The recruitment and selection process: overview
143(1)
Workforce action plan
144(1)
HRM in Practice: `Princelings scandal': hired because of father's connections
145(1)
Selection criteria
146(2)
Measurement issues
148(1)
Global HRM: Looks matter when hiring in Singapore
149(1)
Perceptual biases
150(1)
Reliability
151(1)
Validity
151(2)
Digital Spotlight: Algorithmic bias in recruitment and selection
153(1)
Recruitment methods: attraction
153(1)
Recruitment and selection paradigms
154(2)
Recruitment channels
156(3)
Selection: assessment
159(1)
Ethical Insight: What behaviours are necessary for those seeking to conduct a job interview ethically?
159(1)
CVs, application forms and biodata
160(1)
Psychometric testing
160(2)
Situational judgement tests
162(1)
Selection interviewing
163(1)
Assessment centres
164(1)
Critiquing recruitment and selection
165(2)
Summary
167(1)
Review questions
167(1)
Search & Watch
167(1)
Legal Focus
168(1)
Chapter case: Køre (Part 2)
168(2)
Further reading
170(2)
Chatper 6 Performance Management
172(30)
Introduction
173(1)
The nature and development of performance management
173(3)
Ethical Insight: Does objective setting in performance management encourage unethical behaviour?
176(1)
Performance management processes
177(1)
Review performance plan
177(2)
Planning future performance
179(1)
Monitor performance
179(1)
Performance appraisal
180(1)
Antecedents of performance management
181(1)
Digital Spotlight: Is online appraisal equitable?
181(1)
Defining performance
182(1)
Appraisal instruments for assessing performance
183(2)
HRM in Practice: The benefits of mentorship during a crisis
185(1)
Performance, judgements and feedback
186(2)
Judgements and diversity
188(1)
Appraiser bias
189(1)
Types of appraisal
189(2)
Dyadic relations and feedback
191(1)
Performance appraisal as a strategic control
192(1)
Performance and rewards
192(1)
Performance and development
193(1)
Global HRM: Culture of individualism and performance management in the US
194(1)
Critiquing performance management
195(2)
Summary
197(1)
Review questions
197(1)
Search & Watch
197(1)
Legal Focus
197(1)
Chapter case: Sustaintricity Co.
198(2)
Further reading
200(2)
Chapter 7 Learning and Development
202(30)
Introduction
203(1)
The context of strategic learning and development
203(1)
Human capital theory
203(2)
Learning and competitive advantage
205(1)
Ethical Insight: Why does machine learning raise ethical concerns?
206(1)
Workplace learning and knowledge creation
207(2)
HRM in Practice: Is learning the key to tackling racism in the workplace?
209(1)
Theoretical perspectives on adult learning
210(1)
Defining learning and development
211(1)
Learning theories
212(2)
Kolb's learning model
214(1)
Global HRM: How Denmark became the home of the robotics industry
215(1)
The strategic learning and development process
216(2)
Pre-L&D intervention stage
218(1)
L&D delivery stage
218(1)
Post-L&D intervention stage
218(1)
Needs analysis: linking strategy to learning and development
219(1)
Organisational analysis
219(1)
Job analysis
220(1)
Individual analysis
220(1)
Digital Spotlight: Reskilling workers for the age of AI
221(1)
Evaluation of learning and development
222(1)
Leadership development and coaching
223(2)
Coaching
225(1)
Future challenges: machine learning and the Fourth Industrial Revolution
226(1)
Critiquing the strategic learning and development discourse
227(1)
Summary
228(1)
Review questions
228(1)
Search & Watch
228(1)
Legal Focus
229(1)
Chapter case: Diversity management at Køre (Part 3)
229(1)
Further reading
230(2)
Chapter 8 Reward Management
232(32)
Introduction
233(1)
The nature of reward
233(3)
Reward and the employment relationship
236(1)
A strategic framework for reward
236(1)
Corporate strategy
237(1)
Reward objectives
237(1)
Reward choices
238(1)
Reward techniques
239(1)
Reward competitiveness
240(1)
Evaluation
240(1)
HRM in Practice: Is the national living wage a departure from a deregulated labour market?
241(1)
Job evaluation: internal equity
242(1)
Gathering the job analysis data
243(1)
Selecting compensable factors
243(1)
Evaluating the job
244(1)
Assigning pay to the job
245(1)
Global HRM: What Iceland can teach the world about equal pay
246(1)
Establishing pay levels: external equity
247(3)
Digital Spotlight: Calculating unit labour costs (ULC)
250(1)
The spirit of new pay
251(1)
Individualising reward in the contemporary workplace
252(1)
Inequality and the gender pay gap
252(1)
Ethical Insight: Is it time for `radical transparency' when it comes to pay?
253(2)
The gender pay gap
255(3)
Critiquing the strategic reward paradigm
258(2)
Summary
260(1)
Review questions
260(1)
Search & Watch
260(1)
Legal Focus
260(1)
Chapter case: Basil Cafe
261(1)
Further reading
262(2)
PART 4 Managing the Employment Relationship
Chapter 9 Labour Relations and Collective Bargaining
264(28)
Introduction
265(1)
The nature of labour relations
265(3)
Ethical Insight: Is a union-avoidance strategy unethical?
268(1)
The legal context of labour relations
269(2)
HRM in Practice: Unions and green groups call for a sustainable Covid-19 recovery
271(1)
HRM and labour relations strategies
272(4)
Global HRM: Do police unions lead to more violence?
276(1)
Trade unions
277(1)
Understanding why employees join trade unions
277(1)
Trade unions in action
278(1)
Union membership
278(3)
Interpreting union decline
281(1)
Trade union structure
282(1)
Collective bargaining
283(1)
Collective bargaining structure
283(1)
The collective agreement: an overview
284(1)
Digital Spotlight: Bargaining disruptive technological change: a case of mutual gains?
285(1)
Critiquing labour relations
286(2)
Summary
288(1)
Review questions
288(1)
Search & Watch
288(1)
Legal Focus
289(1)
Chapter case: Rajah Apparel Co.
289(2)
Further reading
291(1)
Chapter 10 Employee Relations and Conflict Management
292(32)
Introduction
293(1)
The nature of employee relations
293(2)
Digital Spotlight: The surveillance of workers in a `digital cage'
295(1)
Understanding conflict and conflict management
296(1)
Types of conflict
297(1)
Causes of conflict
298(1)
Conflict management
299(1)
Disciplinary procedure
300(1)
Employee grievance
301(1)
Sexual harassment as an employee relations issue
301(2)
HRM in Practice: Online activism: how should HR respond?
303(1)
Employee discipline
304(1)
Disciplinary concepts
304(1)
Global HRM: International assignments can be tough for LGBTQ+ staff
305(1)
Employee voice
306(3)
Forms of employee voice
309(1)
A general theory of employee voice
310(1)
Indirect employee voice
311(1)
Joint consultative committees
311(1)
European Works Councils
312(1)
Employee communication
313(1)
Communication methods
314(2)
Ethical Insight: Can we accord ethical legitimacy to `pseudo-employee voice'?
316(1)
Critiquing employee relations
316(2)
Summary
318(1)
Review questions
318(1)
Search & Watch
318(1)
Legal Focus
319(1)
Chapter case: Rising tensions at Solas Resort and Spa
319(2)
Further reading
321(3)
PART 5 Contemporary Issues
Chapter 11 HRM, Health and Well-Being
324(28)
Introduction
325(1)
Sustainable health and safety and HRM
325(2)
Ethical Insight: Employee genetic testing
327(1)
The importance of health, safety and wellness
328(1)
Economic considerations
328(1)
Legal considerations
329(1)
Psychological considerations
330(1)
Ethical considerations
330(1)
Global HRM: Supporting the mental health of Black employees
331(1)
Workplace health and safety issues
332(1)
Mental health at work
332(4)
Workplace violence
336(1)
Workplace bullying
337(3)
Alcohol and drug abuse
340(1)
Sick building syndrome
341(1)
HRM in Practice: Employee perceptions of work-related stress
342(1)
Workplace wellness
343(1)
Digital Spotlight: OHS and well-being in Industry 4.0
344(1)
Critiquing workplace health, safety and well-being
345(2)
Summary
347(1)
Review questions
347(1)
Search & Watch
347(1)
Legal Focus
348(1)
Chapter case: Lagan Meadows Care Home -- caring for the carers
348(2)
Further reading
350(2)
Chapter 12 Sustainable HRM and Environmental Sustainability
352(26)
Introduction
353(1)
The nature of environmental sustainability
353(3)
HRM in Practice: Carney issues climate change warning to companies
356(1)
Workers' pro-environmental behaviours
357(1)
Environmental management systems
358(1)
Ethical Insight: A just transition to a low-carbon economy: a question of ethics, economics or politics?
359(1)
Motivators for embedding sustainability strategies
360(3)
Global HRM: US and UK unions call for climate jobs and just transition
363(1)
Environmental leadership and culture
364(1)
Environmental leadership
364(1)
Reframing organisational culture
365(1)
Creating a low-carbon workplace through sustainable HRM
366(1)
Recruitment and selection
367(1)
Pro-environmental learning and development
368(1)
Performance management and sustainability
369(1)
Rewarding pro-environmental behaviours
369(1)
Digital Spotlight: Key metrics for sustainability
370(1)
Employee voice in environmental sustainability
371(2)
Critiquing corporate-oriented sustainability
373(1)
Summary
374(1)
Review questions
374(1)
Search & Watch
374(1)
Legal focus
375(1)
Chapter case: RailCo
375(2)
Further reading
377(1)
Chapter 13 International HRM in a Globalised Capitalism
378(47)
Introduction
379(1)
Globalisation and typologies of global business strategy
379(1)
Global business strategies
380(2)
The integration-responsiveness grid
382(2)
Global HRM: Can quotas achieve gender equality?
384(1)
The nature of international HRM
385(1)
MNCs and employment relations
385(1)
IHRM and SIHRM
386(1)
A model of SIHRM
387(5)
(1) Exogenous factors
389(1)
(2) Endogenous factors
389(1)
(3) SIHRM
389(1)
(4) Pressures and goals
390(1)
(5) SIHRM orientation
390(2)
HRM in Practice: `We are expendable ...'
392(1)
HR strategy in MNCs
393(1)
International staffing
394(1)
International reward
394(1)
International learning and development
395(1)
International performance appraisal
396(1)
Repatriation
397(1)
Digital Spotlight: How technology drives the globalisation of work and employment
398(1)
The convergence/divergence debate
399(2)
Ethical Insight: Decarbonising the Global North at the expense of the Global South?
401(1)
Critiquing international HRM
401(3)
Summary
404(1)
Review questions
404(1)
Search & Watch
404(1)
Legal Focus
405(1)
Chapter case: IKAN
405(2)
Further reading
407(1)
Chapter 14 Back to the Future: Reimagining HRM in a Post-Pandemic Capitalism
408(1)
Introduction
409(1)
Past and present
409(2)
Post-pandemic capitalism
411(4)
Reimagining HRM
415(7)
A final word
422(2)
Further reading
424(1)
Glossary 425(1)
References 426(56)
Name Index 482(16)
Subject Index 498
John Bratton is Honorary Professor in the Management School at Queens University Belfast, Northern Ireland. Jeff Gold is Professor of Organization Learning at Leeds Beckett University, UK Andrew Bratton is a Lecturer in Human Resource Management at Edinburgh Napier University Business School. He previously worked as a Knowledge Transfer Partnership (KTP) Associate in Business Process Improvement and Knowledge Management at the University of Strathclyde, in a Microsoft technology consultancy. His research and knowledge exchange interests focus on sustainable HRM, leadership and workplace action learning and innovation. His current research focuses on the application of sustainable practices in small and medium-sized enterprises. Laura Steele is a Lecturer in Business and Society at Queens Management School, Belfast, where she also acts as Ethics, Responsibility and Sustainability Champion. Before joining the Management School, Laura worked predominantly in the public and voluntary sectors. Her teaching and research interests include ethics, social responsibility, and the impact of new technologies on business and society. She developed and hosts the QMS Good Business Podcast, which aims to go beyond the bottom line and explore the ethical, social and environmental responsibilities of organisations.
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