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Human Resource Management A Contemporary Approach 4th Edition,0273679112,9780273679110

Human Resource Management A Contemporary Approach 4th Edition

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Book Information

Publisher:Financial Times/Prentice Hall
Published In:2004
ISBN-10:0273679112
ISBN-13:9780273679110
Binding Type:Paperback
Weight:3.43 lbs
Pages:pp. xx + 760, Figures, Charts (Col.), Tables, Graphs (Col.), Index, References, Acknowledgement

The Title "Human Resource Management A Contemporary Approach 4th Edition" is written by Ian Beardwell. This book was published in the year 2004. The ISBN number 0273679112|9780273679110 is assigned to the Paperback version of this title. The book displayed here is a 4th Edition edition. This book has total of pp. xx + 760 (Pages). The publisher of this title is Financial Times/Prentice Hall. Human Resource Management A Contemporary Approach 4th Edition is currently Available with us.

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About the Book

The fourth edition of this classic, thought-provoking textbook from De Montfort University, edited by Ian Beardwell, Len Holden and Tim Claydon, has been updated and revised throughout.

A thorough introduction to the subject, Human Resource Management contains a variety of perspectives, styles and arguments. Its rigorous, critical approach is made accessible to students through the consistent chapter structure and increased features such as :
1. learning outcomes and chapter summaries
2. activities
3. 'stop and think' features
4. UK, International and European case studies
5. glossary, extensive references and further reading
6. bright, full colour interior design.

Other features include a companion website with Multiple Choice questions for each chapter, Internet exercises, annotated weblinks and a searchable online glossary. There is also an interactive online course to accompany the book.

As with previous editions, Human Resource Management is in line with CIPD standards and the critical approach and sophisticated writing style is suitable for undergraduates, HRM Masters students and specialist MBAs.

Contents

Preface
Guided Tour of the Book
Plan of the Book
How to Use this Book

Part I : HUMAN RESOURCE MANAGEMENT AND ITS ORGANISATIONAL Context :
Introduction to Part 1
1 An Introduction to Human Resource Management : Strategy, Style or Outcome/Ian Beardwell (revised by Julie Beardwell and Ian Clark) :
Objectives
Introduction
i. Some Assumptions about Human Resource
Management
ii. The Search for the Defining Characteristics of HRM
iii. The Origins of Human Resource Management
iv. Human Resource Management : The State of the Debate
Summary
Activity
References and Further Reading

2. Strategic Human Resource Management/Nicky Golding :
Objectives
Introduction to Strategic Human Resource
Management
i. Understanding the Business Context
ii. Approaches to the Strategy-making Process
iii. The Rise of Strategic Human Resource Management
iv. Exploring the Relationship Between Strategic Management and SHRM : The Best-fit School of SHRM
v. The Resource-based View of SHRM
vi. Best-practice SHRM : High-commitment Models
vii. High-performance Work Practices
Conclusion
Summary
Activity
Questions
Case Study : Jet Airlines
Useful Websites
References and Further Reading

3. Human Resource Management in Context/Audrey Collin :
Objectives
Introduction
i. The Immediate Context of HRM
ii. The Wider Context of HRM
iii. Ways of Seeing and Thinking
Conclusion...and a New Beginning?
Summary
Activity
Questions
Exercise
Case Study : Awkward Squad Promises a Rough Ride at Blackpool
References and Further Reading

Part I Case Study
Marks and Spencer

Part II : RESOURCING THE ORGANISATION :
Introduction to Part II
4. Human Resource Management and the Labour Market/Tim Claydon :
Objectives
Introduction
i. The Nature of Labour Markets and Employment Systems
ii. Externalisation or Internalisation of Employment?
iii. The Rise and Fall of Internalised Employment Systems?
iv. The Future of Employment Systems : Theory and Evidence
Conclusion
Summary
Activity
Questions
Case study : Fears for the Thread of Industry
References and Further Reading

5 Human Resource Planning/Julie Beardwell :
Objectives
Introduction
i. Defining Human Resource Planning
ii. The Traditional Approach to HRP
iii. Human Resource Planning - A Contemporary Approach
iv. The Advantages and Disadvantages of Human Resource Planning
v. Human Resource Planning in Practice
vi. HRP and Strategic HRM
vii. Future Directions
Summary
Questions
Case Study : ASDA and Staff Retention
References and Further Reading

6. Recruitment and Selection/Julie Beardwell and Mary Wright :
Objectives
Introduction
i. The External Context
ii. The Internal Context
iii. Developments in the Systematic Approach to Recruitment and Selection
Conclusion
Summary
Activity
Questions
References and Further Reading

7. Managing Equality and Diversity/Mike Noon :
Objectives
Introduction
i. The Nature of Discrimination
ii. Why be Concerned with Equality and Diversity?
iii. Equal Opportunity Policies
iv. Devising Equality and Diversity Policies
v. Institutional Discrimination
vi. The Process of Discrimination in an Organisation
vii. Concluding Comment
Summary
Questions
Case Study : Safe Future Finance
References and Further Reading

Part II Case Study : Employers Exploit Agency Work Boom

Part III : DEVELOPING THE HUMAN RESOURCE :
Introduction to Part III
8. Learning and Development/Audrey Collin :
Objectives
Introduction
i. The Changing World of Work and Organisations
ii. Learning and Development
iii. The Outcomes and Process of Learning
iv. The Process of Development
v. The Organisation as Context for Learning and Development
vii. Controversial Issues
Conclusions
Summary
Questions
Exercises
Case Study : Appoint in Haste, Repent at Leisure
References and Further Reading

9. Human Resource Development : The Organisation and the National Framework/Len Holden :
Objectives
Introduction
i. The Need for Training
ii. Creating A Human Resource Development Plan
iii. The Learning Organisation HRD and the National Framework for Vocational
Education and Training
iv. VET in the Leading Industrialised Nations
v. VET in Britain
vi. Controversial Issues
Summary
Activity
Questions
Exercises
Case Study 1 : Wealden District Council
Case Study 2 : Smart Cookies
References and Further Reading

10. Management Development/Mike Doyle :
Objectives
Introduction
i. Defining Management Development
ii. Management Development as a Strategic Imperative
iii. Organisational Approaches to Management Development
iv. Organising Management Development programmes
v. Implementing and Evaluating Management Development Programmes
vi. Management Development for Different Contexts and Special Needs
vii. The Future for Management Development : The Need for New Thinking and New Practices?
Summary
Questions
Exercises
Case Study : Management Development in Mid County NHS Trust
References and Further Reading

Part III Case Study : Transforming Anglian Water

Part IV : THE EMPLOYMENT RELATIONSHIP :
Introduction to Part IV
11. The Employment Relationship and Employee Rights at Work/Ian Clark
Objectives
Introduction
i. Distinguishing Contractual and Statutory Employment Rights
ii. The Contract of Employment
iii. Discrimination in Employment
iv. The Regulation of Working Time
v. Termination of the Employment Contract
vi. Enforcement of Contractual and Statutory Employment Rights
v. New Rights at Work?
Conclusion
Summary
Questions
Case Study : The Pitfalls that Follow a Failure of Best Practice
Useful Websites
References and Further Reading

12. Establishing the Terms and Conditions of Employment/Sue Marlow and Trevor Colling :
Objectives
Introduction
i. Collective Bargaining - History, Definitions, Analyses and Criticisms
ii. The Collective Agreement
iii. The development of Collective Bargaining in Britain 1945-80
iv. Changes in Collective Bargaining since the 1980s 472 HRM and Collective Bargaining
v. 'New Labour' and the Contemporary Employment Relationship
vi. Establishing the Terms and Conditions of Employment in the Public Sector
vii. Establishing Terms and Conditions of Employment in Non-union Organisations
Summary
Questions
Exercises
Case Study : Business Views two-tier Workforce Agreement as Dynamite
References and Further Reading

13. Reward and Performance Management/Julia Pointon and Alan J. Ryan :
Objectives
Introduction
i. The Development of Reward Systems
ii. Design and Debates
iii. Motivation as a Mechanism
iv. New Day, New Way, New Pay?
v. The Psychological Contract
vi. HRM and Performance Management
Conclusion
Summary
Questions
Exercises
Case Study : Widgets Are Us
References and Further Reading

14. Employee Involvement and Empowerment/Len Holden :
Objectives
Introduction
i. HRM and Employee Involvement
ii. Employee Involvement and Communication
iii. Empowerment
iv Controversy : Does Employee Involvement Work? the Case of TOM
v. International Aspects of Employee Involvement
Summary
Activity
Questions
Exercises
Case Study 1 : Total Quality Management
Case Study 2 : Empowerment at Semco
References and Further Reading

Part IV Case Study
Malone Superbuy Ltd

Parts V : INTERNATIONAL HUMAN RESOURCE MANAGEMENT :
Introduction to Part V
15. HRM in Multinationals : A Comparative International Perspective/Phil Almond, Ian Clark and Olga Tregaskis
Objectives
Introduction
i. National Business Systems (NBSs)
ii. Comparative HRM
iii. International HRM
iv. HRM in Multinationals
Conclusion
Summary
Questions
Case Study : All Change at Linkz
References and Further Reading

16. Human Resource Management and Europe/Len Holden and Tim Claydon :
Objectives
Introduction
i. European Union Issues
ii. The Social Charter
ii. Eastern Europe
Summary
Activity
Questions
Case Study : A Human Resource Strategy for Europump Ltd
References and Further Reading

17. Human Resource Management in Asia/Len Holden and Linda Glover :
Objectives
Introduction
i. Japan : Economic Growth and HRM
ii. China : Economic Growth and HRM
iii. Hong Kong : Economic Growth and HRM
iv. South Korea : Economic Growth and HRM
v. Singapore : Economic Growth and HRM
Summary
Activity
Questions
Case Study : Yummee Biscuits
References and Further Reading

Part V Case Study : Global and Local: the Case of the Inoperable HRM Strategy

Contributors

1. Phil Almond, BSc, MA, PhD, is a lecturer in Human Resource Management at De Montfort University. His main research interests are in comparative and international HRM, and comparative industrial relations. He is currently a member of the team on an ESRC-funded project investigating HRM in US multinational corporations in the UK. He also has an active research interest in industrial relations in France.

2. Julie Beardwell, BA, MA, is Principal Lecturer in Human Resource Management at Leicester Business School, De Montfort University. She joined the university after ten years' experience in the retail sector. She currently contributes to a range of professional and postgraduate courses, teaching employee resourcing and interpersonal skills. She is also course director of the MA in Personnel and Development and an ECIPD. Her research interests include HRM in non-union firms and personnel careers.

3. Ian Clark, BA, MA, PGCE, PhD, is Principal Lecturer in Industrial Relations in the Department of HRM, DC Montfort University. Ian is currently a member of the department's team of ESRC-funded researchers examining employment relations in subsidiaries of US multinationals in Europe. Ian has published widely on the issues of economic performance and industrial relations, the effects of sector on management techniques and the management of human resources in engineering services.

4. Audrey Collin, BA, DipAn, PhD, is Emeritus Professor of Career Studies, De Montfort University. Her early career was in personnel management, and she is now MCIPD. She was awarded a PhD for her study of mid-career change; she has researched and published on career and lifespan studies, mentoring, and the employment of older people. She has co-edited (with Richard A. Young) two books on career which reflect her questioning of traditional understandings of career and commitment to interpretative research approaches. Now formally retired, she continues her writing on career for the international academic readership, while also addressing the relationship between theory and practice.

5. Trevor Colling, BA, MA, is Senior Research Fellow in the Department of Human Resource Management, De Montfort University, Leicester. He has written and published widely on public sector industrial relations, particularly the implications of privatisation and contracting out. His current research interests include employment practice in US multinational companies and trade union roles in the enforcement of individual employment rights.

6. Mike Doyle, BA, MA, is Principal Lecturer in Human Resource Management, De Montfort University. He teaches on a range of postgraduate management programmes in the area of management development and organisational change. His current research interests include the exploration of major change initiatives in public and private sector organisations and the selection and development of middle managers as 'change agents'.

7. Linda Clover, BA, MBA, is Principal Lecturer in Human Resource Management, De Montfort University. She teaches undergraduate and postgraduate programmes and is involved in a number of research projects. Linda has managed industry-funded research projects that have been investigating employee responses to quality management and HRM. She is working with Olga Tregaskis and Anthony Ferner on a CIPD-sponsored research project that is examining the role of international HRM committees in transferring HR knowledge across borders within multinational companies. She has collaborated with Noel Sui of Hong Kong Baptist University on a project examining the human resource issues associated with the management of quality in the People's Republic of China. She has written on the human resource problems associated with managing the subsidiaries of multinational companies.

8. Nicky Colding, BA, MSc, is a Senior Lecturer in Human Resource Management, De Montfort University. She teaches on a range of postgraduate and post-experience programmes in the area of Strategic Human Resource Management and Learning and Development. She is involved in a range of consultancy projects and her current research interests are in the relationship between strategic management and human resource management.

9. Sue Marlow, BA, MA, PhD, is Reader in HRM at De Montfort University, Leicester; she teaches gender studies, industrial relations, and entrepreneurship and innovation on both undergraduate and postgraduate programmes in Leicester, the Far Fast and France. Susan Marlow has researched and published extensively in the area of small firms, with a particular interest in women in self-employment, labour management, employment regulation, and training and development issues. Along with two colleagues, she is currently editing a book for Routledge on employment relations in smaller firms and has recently been invited to the USA as a Visiting Professor to lecture on entrepreneurship and gender issues.

10. Mike Noon, BA, MSc, PhD, is Professor and Head of the Department of Human Resource Management at Leicester Business School, De Montfort University. He has previously researched and taught at Imperial College (University of London), Cardiff Business School and Lancaster University. He has published widely in academic journals, and his recent books are: The Realities of Work (second edition, 2002, co-authored with Paul Blyton, published by Palgrave); Equality, Diversity and Disadvantage in Employment (2001, co-edited with Emmanuel Ogbonna, published by Palgrave); A Dictionary of Human Resource Management (2001, co-authored with Ed Heery, published by Oxford University Press).

11. Julia Pointon, BA, MA, PGCH, CIPD, is a senior lecturer in Organisational Behaviour at De Montfort University teaching on a range of undergraduate and professional courses. Julia has particular research interests in professional roles and responsibilities in multidisciplinary health-care teams. She is a committee member of the local CIPD branch, a member of the CIPD National Upgrading Panel and serves on the CIPD Membership and Education Committee.

12. Alan J. Ryan, BA, is a Senior Lecturer in the Department of HRM at De Montfort University. His teaching is focused on the implications of legal change for the management of people at work and the development of managerial responses to legislative activity. He teaches courses at undergraduate and post-graduate level as well as being actively involved in courses and programmes delivered to HMP service, Ford, and UK Interpreters' Service as well as other local businesses. His research interest lies in the development of soft systems analysis as a way of understanding changes in managerial behaviour following the introduction of legislation. He has undertaken some consultancy work in both the private and the voluntary sector. He has written on reward management, participation regimes in SMEs and the legal implications of flexibility.

13. Olga Tregaskis, BSc, MSc, PhD, is Senior Research Fellow in International Management at De Montfort University's Leicester Business School. A University of Ulster Psychology graduate, Olga gained her masters in Applied Psychology from Cranfield University. After spending some time working within the Industry Training Organisation (ITO) network in the UK, Olga returned to Cranfield where she worked in the research Centre for European HRM and was awarded her PhD in International HRM from Cranfield School of Management. Olga teaches HRM on a range of postgraduate courses and has undertaken research projects sponsored by the European Commission, national funding bodies, private organisations and the C1PD. She is a frequent contributor to international conferences as speaker, referee and/or session chair and publishes academic and practitioner pieces in the areas of International HRM, Comparative HRM, Employee Development and Flexible Working.

14. Mary Wright, BA, MBA, FIPD, is Principal Lecturer in Human Resource Management at De Montfort University. She has wide experience of teaching on under-graduate and professional courses and is actively involved with the C1PD at local level. She has researched and written on international executive search and selection.

About the Editors

Ian Beardwell, BSc, MSc, PhD, CCIPD. For the-first three editions of this hook Ian was Professor of Industrial Relations and Head of the Department of Human Resource Management at Leicester Business School. In 2002 he took up the post of Professor of Human Resources and Co-ordinator of Institutional HR Strategy at North East Wales Institute of Higher Education. Experienced in industrial relations and manpower policy with the CBI, CIR and NEDO, he researched and published in the areas of low pay, public recognition, public sector labour relations and the management of industrial relations. He gave formal evidence to both the Megaw Committee of Inquiry into Civil Service pay (1981) and the Review Body for Nursing Pay (1987). His more recent work included an ESRC-supported study of non-union firms in the UK and contemporary developments in 'new' industrial relations. Ian died on 25 June 2002.

Len Holden, BSc, MPhil, CIPD, CertEd, PhD, is Principal Lecturer in Human Resource Management at Leicester Business School, De Montfort University. He has lived and worked in Eastern Europe and has written on the changes which have taken place there since 1989. He has also researched, lectured and written on Western Europe, specialising in aspects of Swedish human resource management. He has recently returned to writing about the car industry but is also a member of a research project based at Leicester Business School examining mechanisms for transfer of HRM in US MNCs to a European context.

Tim Claydon, BSc, MSc(econ), PhD, is Principal Lecturer in Industrial Relations in the Department of HRM at De Montfort University. He has written on trade union history, union derecognition, union-management partnership, and ethics and human resource management. His current teaching and research interests include contemporary changes in work and employment, international and comparative human resource management and current developments in trade unionism in the UK, Europe and the USA.

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