Guided tour xvi
Preface xix
Acknowledgements xxi
Part 1 Human resource management in
changing times 1
1. The nature of human resource management 3
2. The context of human resource management 30
3. Strategic human resource management 57
4. Organisation design and flexibility 77
5. Workforce planning 103
6. The international dimension 127
Part 1 Case study problem 152
Part 2 Resourcing: getting people in the right
places to do the right things 155
7. Recruitment 157
8. Selection methods and decisions 178
9. Staff retention 204
10. Ending the contract 223
Part 2 Case study problem 242
Part 3 Performance: success through individual
and collective achievement 245
11. HRM, employee engagement and organisational performance 247
12. Employee performance management 263
13. Leadership 287
14. Managing attendance and absence 306
Part 3 Case study problem 326
Part 4 Development 329
15. Organisational change and development 331
16. Knowledge management and organisational learning 350
17. The context of employee learning and development 374
18. Learning and development 392
Part 4 Case study problem 422
Part 5 Employee relations 425
19. Employee voice 429
20. The legal framework of work 443
21. Equal opportunities and diversity 469
22. Discipline and grievance 488
Part 5 Case study problem 508
Part 6 Reward 513
23. Setting pay 518
24. Incentives 548
25. Pensions and benefits 569
Part 6 Case study problem 589
Part 7 Contemporary issues 591
26. Talent management 593
27. Ethics and corporate social responsibility 611
28. The changing HR function 634
29. Information technology and human capital measurement 657
30. Health and well-being 679
Part 7 Case study problem 693
Part 8 Selected HR skills 695
31. Skills set 1: Face-to-face and other communications skills 697
32. Skills set 2: Skills for analysis and decision making 769
Part 8 Case study problem and exercises 792
Glossary 794
Index 802