Human Resource Management 11th Edition by Derek Torrington, ISBN-13: 978-1292261645

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Human Resource Management 11th Edition by Derek Torrington, ISBN-13: 978-1292261645

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• Publisher: Pearson
• Language: ‎ English
• 748 pages
• ISBN-10: ‎ 1292261641
• ISBN-13: ‎ 978-1292261645

For undergraduate business and management courses, as well as CIPD-accredited courses.

Develop skills to put theory into practice, using academic research and current issues

Human Resource Management, 11th Edition, by Torrington, Hall, Taylor and Atkinson is praised for its comprehensive scope of topics, coverage of important HRM issues and succinctness. It is a great introduction to human resources for students pursuing undergraduate business and management courses, as well as those on CIPD accredited courses. Human resource management helps those aspiring to or working in HR or management roles. The eleventh edition has been thoroughly updated with the economic, social and legal employment practice changes and is specifically designed to cover the issues and debates facing HRM today, backed up by academic research.

Table of Contents:

Half Title Page
Title Page
Copyright Page
Brief Contents
Contents
Guided tour
Preface
Publisher’s acknowledgements
PART 1: Human resource management in the modern world
1 The nature of human resource management
Defining human resource management
The evolution of modern HRM
HRM and the achievement of organisational effectiveness
Summary propositions
General discussion topics
Theory into practice
Further reading
References
2 The global context for human resource management
Defining globalisation
The causes of globalisation
The impact of globalisation
Conclusions
Summary propositions
General discussion topics
Theory into practice
Further reading
References
3 HRM around the world
Global HRM: similarities
Global HRM: differences
Explaining global diversity in HRM practice
Is greater divergence a possibility?
Summary propositions
General discussion topics
Theory into practice
Further reading
References
4 Strategic human resource management
Strategic HRM
The relationship between business strategy and HR strategy
Theoretical perspectives of strategic HRM
Summary propositions
General discussion topics
Theory into practice
Further reading
Web link
References
5 Workforce planning, analytics and AI
The contribution and feasibility of workforce planning
The scope of workforce planning
Analysing the environment
Forecasting future HR needs
Analysing the current situation and projecting forward
Reconciliation, decisions and plans
Workforce analytics and AI (artificial intelligence)
Summary propositions
General discussion topics
Theory into practice
Further reading
References
6 Employability: the basic skills
6.a. Being effective with people
Summary propositions
General discussion topics
Putting it into practice
6.b. Using and interpreting basic analytics
Summary propositions
General discussion topics
Putting it into practice
6.c. Effective writing
Summary propositions
General discussion topics
Putting it into practice
6.d. Presentation
Summary propositions
General discussion topics
Putting it into practice
Further reading
References
PART 2: Resourcing: getting people in the right places to do the right things
7 Organisational agility and flexibility
Organisation design
Organisation structures
Employer flexibility
Employee flexibility
Summary propositions
General discussion topics
Theory into practice
Further reading
References
8 Recruitment
Determining requirements
Rational versus processual approaches to recruitment
Internal recruitment
External recruitment
Recruitment advertising
Evaluation of recruitment activity
Summary propositions
General discussion topics
Theory into practice
Further reading
References
9 Selection methods and decisions
Rational versus processual approaches to selection
Selection criteria
Shortlisting
Selection methods
Advanced methods of selection
Final selection decision making
Validation of selection procedures
Summary propositions
General discussion topics
Theory into practice
Further reading
References
10 Employability: skills in resourcing
10.a. Determining the vacancy
Summary propositions
Putting it into practice
10.b. Job and competency analysis
Summary propositions
Putting it into practice
10.c. The selection interview
Summary propositions
General discussion topics
Putting it into practice
Further reading
Reference
PART 3: Performance: success through individual and collective achievement
11 Employee performance management
Performance management or performance appraisal?
Theoretical bases of performance management
Performance management across national contexts
Stages in a performance management system
Performance management: does it improve performance?
Summary propositions
General discussion topics
Theory into practice
Further reading
References
12 Leadership
Leadership and management
What are the traits of (effective) leaders?
What is the ‘best way to lead’? Leadership styles and behaviours
Do leaders need different styles for different situations?
Transformational leadership: do we really need heroes?
Followership
Summary propositions
General discussion topics
Theory into practice
Further reading
References
13 Managing attendance and absence
The national context
Impact on the organisation
Process and causes of absence and attendance
Managing for appropriate attendance
Summary propositions
General discussion topics
Theory into practice
Further reading
References
14 Engagement and retention
Defining engagement
The benefits of employee engagement
Employee retention
The impact of labour turnover
Analysing labour turnover
Engagement and retention strategies
Summary propositions
General discussion topics
Theory into practice
Further reading
References
15 Employability: skills in performance
15.a. The appraisal interview
Summary propositions
General discussion topics
Putting it into practice
15.b. Designing questionnaires
Putting it into practice
Further reading
References
PART 4: Development
16 Organisational change and development
The nature of change and the role of planned change
How can organisations be responsive to change?
Addressing the employee experience of change
Reconceptualising change
Organisational development as a specific approach to change
The evolution and future of OD
Summary of the HR role in change
Summary propositions
General discussion topics
Theory into practice
Further reading
References
17 The context of employee learning and development
The UK national picture and strategy
UK skills policy and framework
The learning context
Summary propositions
General discussion topics
Case study
Further reading
References
18 Learning and development
Identifying learning and development needs
Methods of learning and development: Part 1
Methods of learning and development: Part 2 Focus on digital learning technologies
Evaluation of training and development
Summary propositions
General discussion topics
Theory into practice
Further reading
References
19 Talent and career development
What is talent?
Identification of talent
Strategic talent and career development
Promotion and succession planning
Developing talent and careers
How organisations evaluate talent management
Summary propositions
General discussion topics
Theory into practice
Further reading
References
20 Employability: skills in learning and development
20.a. Teaching and learning
Summary propositions
Putting it into practice
20.b. Coaching
Summary propositions
General discussion topics
Putting it into practice
Further reading
References
PART 5: Employee relations
21 Employee voice
Terminology
Information sharing
Team briefing
Quality circles
Attitude surveys
Suggestion schemes
Consultation
Co-determination
Summary propositions
General discussion topics
Theory into practice
Further reading
References
22 The legal framework of work
A regulatory revolution
The contract of employment
Discrimination law
Unfair dismissal law
Health and safety law
Family-friendly employment law
Is employment law a benefit or a burden for businesses?
Summary propositions
General discussion topics
Theory into practice
Further reading
References
Legal cases
23 Diversity and inclusion
How ‘equal’ is the workforce?
Different approaches to equality
Implications for organisations
Summary propositions
General discussion topics
Theory into practice
Further reading
References
24 Employability: skills in employee relations
24.a. Mediation
Summary propositions
General discussion topics
24.b. The disciplinary or grievance interview
Summary propositions
General discussion topics
Putting it into practice
Further reading
References
PART 6: Reward: the contract for payment
25 Total reward and setting pay
Introducing reward management
Total reward
The elements of payment
Setting base pay
The importance of equity
Regulatory restrictions
Minimum wages
Equal pay law
Unlawful deductions
International diversity in reward management
Summary propositions
General discussion topics
Theory into practice
Further reading
References
26 Incentives
Basic choices
The extent to which incentives are paid
Payment by results (PBR) schemes
Performance-related pay (PRP)
Skills-based pay
Profit sharing
Summary propositions
General discussion topics
Theory into practice
Further reading
References
27 Pensions and benefits
Pensions
Occupational pensions and HRM
Sick pay
Company cars
Flexible benefits
Summary propositions
General discussion topics
Theory into practice
Further reading
References
28 Employability: skills in reward
28.a. Negotiation
Summary propositions
General discussion topics
Putting it into practice
28.b. How to reward employees working overseas for the dislocation of their domestic and social arra
Summary propositions
General discussion topics
Putting it into practice
Further reading
PART 7: Contemporary issues
29 HRM and business ethics
What do we mean by ethics?
Early management concern with ethics
Business ethics today
Ethics and HRM
Ethics across national boundaries
Some current and developing ethical dilemmas
Summary propositions
General discussion topics
Theory into practice
Further reading
References
30 Managing the human resource function
The HR function: purpose, roles and competencies
Structure of the HR function
HR strategic contribution
HR delivery approaches
HR shared services
Outsourcing HR
The role of line managers in HR
Critique of the changes in the HR function
Summary propositions
General discussion topics
Theory into practice
Further reading
References
31 HR in small and medium-sized enterprises
Introduction
What do we know about working in SMEs?
The SME context
How strategic is HR in SMEs?
What does this mean for HR practice in SMEs?
Summary propositions
General discussion topics
Theory into practice
Further reading
References
32 Health and well-being
The nature of health and well-being
Health and well-being initiatives
‘Good work’ and well-being: job design and job quality
The business case for health and well-being
Criticisms of health and well-being initiatives
Summary propositions
General discussion topics
Theory into practice
Further reading
References
33 Managing the international workforce
Structuring international organisations
Managing expatriates
HRM issues in international organisations
Summary propositions
General discussion topics
Theory into practice
Further reading
References
34 The future of work
Long-term labour market trends
Technology and jobs
Conclusions
Summary propositions
General discussion topics
Theory into practice
Further reading
References
35 Advanced HR skills
35.a. Chairing meetings
Summary propositions
Putting it into practice
35.b. Presentation at tribunal
Putting it into practice
35.c. Dealing with bullying and harassment at work
Summary propositions
General discussion topics
Putting it into practice
35.d. Using consultants
Summary propositions
General discussion topics
References and Further reading
Index
Back Cover

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