A handbook of human resource management practice / Michael Armstrong.

By: Armstrong, Michael, 1928-.

Material type: materialTypeLabel

BookPublisher: London : Kogan Page, 1999Description: xx, 922 p. ; 25 cm. + pbk.ISBN: 074942964X.Subject(s): Personnel management

DDC classification: 658.3

Contents:

Part I: Human resource management - An overview -- Part II: Organizational behaviour -- Part III: Work and employment -- Part IV: Organization, jobs and roles -- Part V: Human resource management processes -- Part VI: Employee resourcing -- Part VII: Performance management -- Part VIII: Human resource development -- Part IX: Reward management -- Part X: Employee relations -- Part XI: Health, safety and welfare -- Part XII: Employment and HR services.

Holdings
Item type	Current library	Call number	Copy number	Status	Date due	Barcode	Item holds
General Lending	MTU Bishopstown Library Lending	658.3 (Browse shelf(Opens below))	1	Available		00082399

Total holds: 0

Enhanced descriptions from Syndetics:

The latest edition of this outstanding textbook has been fully revised to take account of the current syllabus of the Institute of Personnel and Development (IPD) and is essential reading for all those studying for the IPD Diploma.

Retitled and presented in an enlarged, easy-to-read format, the books is as comprehensive and detailed as ever. It is now organized into eight parts:
-- personnel and development management
-- personnel, development and HRM processes and activities
-- organizational behaviour, design and development
-- resourcing
-- employee development
-- employee reward
-- health, safety and welfare
-- employment and personnel services.

Includes bibliographical references (p. 859-883) and indexes.

Table of contents provided by Syndetics

List of figures (p. xvii)
List of tables (p. xxi)
About the author (p. xxiii)
Foreword (p. xxv)
Part I The Foundations of Human Resource Management
1 Human resource management (p. 3)
Human resource management defined (p. 3)
Aims of HRM (p. 4)
Versions of HRM (p. 5)
The development of the HRM concept (p. 7)
Models of HRM (p. 7)
Further developments in the concept of HRM (p. 11)
Assimilation of HRM (p. 14)
Reservations about HRM (p. 14)
HRM and personnel management (p. 18)
Reactions to HRM (p. 21)
Key HRM activities (p. 22)
HRM in context (p. 24)
Conclusions (p. 28)
2 Strategic human resource management (p. 31)
Strategic HRM defined (p. 32)
Aims of strategic HRM (p. 33)
The rationale for strategic HRM (p. 34)
Resource-based strategic HRM (p. 34)
Approaches to strategic HRM (p. 35)
Limitations to the concept of strategic HRM (p. 40)
Formulating HR strategies (p. 42)
Implementing HR strategies (p. 49)
3 Intellectual capital: the theory and its practical implications (p. 53)
Intellectual capital defined (p. 53)
The significance of intellectual capital (p. 54)
Human capital (p. 54)
Social capital (p. 60)
Organizational capital (p. 61)
Practical implications of intellectual capital theory (p. 61)
Human capital theory and HR practices (p. 62)
Practical implications of social capital theory (p. 64)
Practical implications of organizational capital theory (p. 65)
Conclusions (p. 65)
Part II The Practice of Human Resource Management
4 Role of the HR function (p. 69)
Overall role of the HR function (p. 70)
Variations in the role of the HR function (p. 70)
Changes in the scope of the function (p. 72)
Integrating the HR contribution (p. 73)
Organizing the HR function (p. 74)
Shared HR services (p. 76)
The respective roles of HR and line management (p. 77)
Marketing the HR function (p. 80)
Preparing, justifying and protecting the HR budget (p. 81)
Outsourcing HR work (p. 82)
Using management consultants (p. 84)
5 Role of the HR practitioner (p. 87)
What is expected from HR professionals (p. 87)
Activities (p. 88)
Gaining support and commitment (p. 89)
Roles (p. 92)
Models of HR management roles (p. 97)
Ambiguities in the role of HR practitioners (p. 99)
Conflict in the HR contribution (p. 101)
Ethical considerations (p. 102)
Professionalism in human resource management (p. 104)
Competence in HR management (p. 106)
HR professionals as 'thinking performers' (p. 108)
6 The contribution of the HR function (p. 109)
Contribution to added value (p. 110)
Contribution to competitive advantage (p. 110)
The impact of HRM on business performance (p. 111)
7 Evaluating the HR function (p. 117)
Approaches to evaluation (p. 117)
Overall methods of evaluation (p. 118)
Types of performance measures (p. 119)
Evaluation criteria (p. 119)
Practical methods of evaluation (p. 120)
Preferred approach (p. 127)
Auditing the HR function (p. 128)
8 International human resource management (p. 129)
International human resource management defined (p. 129)
The challenge of international human resource management (p. 129)
Characteristics of international human resource management (p. 130)
The context of international human resource management (p. 131)
HR policies (p. 134)
Employment policies (p. 135)
Recruitment and selection (p. 136)
Career planning (p. 137)
International employee development (p. 137)
Managing expatriates (p. 138)
Realistic previews (p. 139)
Part III Organizational Behaviour
9 Characteristics of people (p. 143)
Individual differences (p. 143)
Attitudes (p. 148)
Influences on behaviour at work (p. 148)
Attribution theory--how we make judgements about people (p. 149)
Orientation to work (p. 150)
Roles (p. 151)
Implications for HR specialists (p. 152)
10 Motivation (p. 155)
The process of motivation (p. 156)
Types of motivation (p. 157)
Motivation theory (p. 158)
Instrumentality theory (p. 158)
Content (needs) theory (p. 159)
Process theory (p. 160)
Herzberg's two-factor model (p. 164)
Summary of motivation theories (p. 165)
The relationship between motivation and performance (p. 165)
Motivation and money (p. 165)
Motivation strategies (p. 168)
11 Commitment (p. 171)
The meaning of commitment (p. 171)
The significance of commitment (p. 172)
Problems with the concept of commitment (p. 173)
Commitment and mutuality (p. 175)
Developing a commitment strategy (p. 177)
The contribution of HR to developing commitment (p. 180)
12 How organizations function (p. 183)
Basic considerations (p. 183)
Organization theories (p. 183)
Organization structure (p. 188)
Types of organization (p. 189)
Organizational processes (p. 192)
13 Organizational culture (p. 203)
Definitions (p. 203)
The significance of culture (p. 205)
How organizational culture develops (p. 205)
The diversity of culture (p. 206)
The components of culture (p. 206)
Classifying organizational culture (p. 208)
Assessing organizational culture (p. 210)
Measuring organizational climate (p. 211)
Appropriate cultures (p. 212)
Supporting and changing cultures (p. 213)
Part IV Work and Employment
14 The nature of work (p. 219)
What is work? (p. 219)
Theories about work (p. 220)
Organizational factors affecting work (p. 222)
Changing patterns of work (p. 224)
Unemployment (p. 225)
Career expectations (p. 226)
Attitudes to work (p. 226)
15 The employment relationship (p. 227)
The employment relationship defined (p. 227)
Nature of the employment relationship (p. 227)
Basis of the employment relationship (p. 229)
Defining the employment relationship (p. 229)
Significance of the employment relationship concept (p. 230)
Changes in the employment relationship (p. 230)
Managing the employment relationship (p. 230)
Trust and the employment relationship (p. 232)
16 The psychological contract (p. 237)
The psychological contract defined (p. 237)
The significance of the psychological contract (p. 239)
The nature of the psychological contract (p. 240)
The changing nature of the psychological contract (p. 241)
The state of the psychological contract (p. 244)
How psychological contracts develop (p. 245)
Developing and maintaining a positive psychological contract (p. 246)
Part V Organization, Jobs and Roles
17 Organization design (p. 249)
The process of organizing (p. 249)
Aim (p. 250)
Conducting organization reviews (p. 251)
Organization analysis (p. 251)
Organization diagnosis (p. 252)
Organization planning (p. 254)
Who does the work? (p. 255)
18 Organizational development, change and transformation (p. 257)
What is organizational development? (p. 257)
Organization development (p. 258)
Change management (p. 263)
Organizational transformation (p. 271)
Development and change processes (p. 275)
19 Job and role design (p. 277)
Jobs and roles (p. 277)
Factors affecting job design (p. 278)
Job design (p. 280)
Job enrichment (p. 282)
Self-managing teams (p. 284)
High-performance work design (p. 284)
Role building (p. 285)
Part VI Human Resource Management Processes
20 HRM policies (p. 289)
What are HR policies? (p. 289)
Why have HR policies? (p. 289)
Do policies need to be formalized? (p. 290)
HR policy areas (p. 290)
Formulating or revising policies (p. 296)
21 Competency-related human resource management (p. 299)
The concepts of competency and competence (p. 300)
The constituents of competency (p. 302)
Types of competencies (p. 303)
Describing competencies (p. 305)
Using the concept (p. 307)
Emotional intelligence (p. 310)
22 Knowledge management (p. 311)
Knowledge management defined (p. 312)
The concept of knowledge (p. 313)
Types of knowledge (p. 313)
The purpose and significance of knowledge management (p. 314)
Approaches to knowledge management (p. 314)
Knowledge management issues (p. 316)
The contribution of HR to knowledge management (p. 318)
23 Analysing and describing jobs and roles (p. 325)
Definitions (p. 326)
Job analysis (p. 327)
Role analysis (p. 336)
Skills analysis (p. 336)
Competence analysis (p. 339)
Job descriptions (p. 345)
Role profiles (p. 350)
Part VII Employee Resourcing
Employee resourcing defined (p. 353)
Employee resourcing and HRM (p. 353)
Plan (p. 355)
24 Human resource planning (p. 357)
The role of human resource planning (p. 357)
Aims of human resource planning (p. 362)
The process of human resource planning (p. 362)
Resourcing strategy (p. 364)
Scenario planning (p. 365)
Estimating future human resource requirements (p. 366)
Labour turnover (p. 368)
Action planning (p. 375)
The contribution of HR to human resource planning (p. 383)
25 Recruitment and selection (p. 385)
The recruitment and selection process (p. 385)
Defining requirements (p. 386)
Attracting candidates (p. 390)
Advertising (p. 392)
Internet recruiting (p. 395)
Outsourcing recruitment (p. 397)
Educational and training establishments (p. 398)
Sifting applications (p. 399)
Selection methods (p. 403)
Types of interviews (p. 403)
Assessment centres (p. 404)
Graphology (p. 405)
Choice of selection methods (p. 405)
Improving the effectiveness of recruitment and selection (p. 407)
References, qualifications and offers (p. 407)
Final stages (p. 410)
26 Selection interviewing (p. 411)
Purpose (p. 411)
Advantages and disadvantages of interviews (p. 412)
The nature of an interview (p. 413)
Interviewing arrangements (p. 414)
Preparation (p. 416)
Timing (p. 416)
Planning and structuring interviews (p. 416)
Interviewing approaches (p. 418)
Interview techniques--starting and finishing (p. 422)
Interviewing techniques--asking questions (p. 422)
Selection interviewing skills (p. 429)
Coming to a conclusion (p. 431)
Dos and Don'ts of selection interviewing (p. 431)
27 Selection tests (p. 433)
Psychological tests: definition (p. 433)
Purpose of psychological tests (p. 433)
Characteristics of a good test (p. 434)
Types of test (p. 435)
Interpreting test results (p. 439)
Choosing tests (p. 440)
The use of tests in a selection procedure (p. 440)
28 Introduction to the organization (p. 443)
Induction defined (p. 443)
Why taking care about induction is important (p. 444)
Reception (p. 445)
Documentation (p. 446)
Company induction--initial briefing (p. 447)
Introduction to the workplace (p. 447)
Formal induction courses (p. 448)
On-the-job induction training (p. 449)
29 Release from the organization (p. 451)
General considerations (p. 451)
Redundancy (p. 454)
Outplacement (p. 457)
Dismissal (p. 459)
Voluntary leavers (p. 462)
Retirement (p. 462)
Part VIII Performance Management
30 The basis of performance management (p. 467)
Performance management defined (p. 467)
Purpose of performance management (p. 469)
Principles of performance management (p. 469)
Concerns of performance management (p. 470)
Ethical considerations (p. 471)
The scope of performance management (p. 471)
Background to performance management (p. 473)
The process of performance management (p. 473)
Conclusion (p. 474)
31 Performance management processes (p. 475)
Key activities (p. 475)
Role profile (p. 477)
Performance agreements (p. 477)
Managing performance throughout the year (p. 482)
Performance reviews (p. 486)
Guidelines for the meeting (p. 488)
Performance rating (p. 489)
Documentation (p. 495)
Introducing performance management (p. 496)
Monitoring and evaluating performance management (p. 501)
32 360-degree feedback (p. 503)
360-degree feedback defined (p. 503)
Use of 360-degree feedback (p. 504)
Rationale for 360-degree feedback (p. 505)
360-degree feedback--methodology (p. 506)
Development and implementation (p. 508)
360-degree feedback--advantages and disadvantages (p. 509)
360-degree feedback--criteria for success (p. 510)
Part IX Human Resource Development
33 Strategic human resource development (p. 515)
Strategic HRD defined (p. 515)
Strategic HRD aims (p. 516)
HRD and HRM (p. 516)
Elements of HRD (p. 516)
Human resource development philosophy (p. 517)
34 Organizational learning and the learning organization (p. 519)
Organizational learning (p. 520)
The learning organization (p. 523)
35 How people learn (p. 527)
The nature of learning (p. 528)
How learning takes place (p. 529)
Requirements for effective learning (p. 536)
Informal learning (p. 537)
Workplace learning (p. 538)
Continuous learning and development (p. 540)
Self-managed learning (p. 541)
36 Training (p. 543)
Definition (p. 543)
Aim (p. 543)
Benefits (p. 544)
Understanding training (p. 544)
Training philosophy (p. 545)
The process of training (p. 547)
Identifying learning and training needs (p. 551)
Planning training programmes (p. 557)
Training techniques (p. 560)
Conducting training programmes (p. 562)
Meeting the training needs of special groups (p. 568)
Responsibility for training (p. 569)
Evaluating training (p. 570)
37 Personal development planning (p. 573)
Defined (p. 573)
Purpose (p. 573)
Focus (p. 574)
Personal development planning--the overall process (p. 574)
Identifying development needs and wants (p. 576)
Identifying the means of satisfying needs (p. 576)
Action planning (p. 577)
Responsibility for personal development planning (p. 578)
Introducing personal development planning (p. 578)
38 Management development (p. 579)
Aims of management development (p. 579)
Impact of management development (p. 580)
The nature and elements of management development (p. 581)
Management development activities (p. 582)
Approaches to management development (p. 583)
Emotional intelligence and leadership qualities (p. 590)
Responsibility for management development (p. 592)
39 Career management: management succession and career planning (p. 595)
Definitions (p. 595)
Overall aims (p. 596)
The process of career management (p. 596)
Career management policies (p. 600)
Demand and supply forecasts (p. 603)
Succession planning (p. 603)
Performance and potential assessment (p. 606)
Recruitment (p. 606)
Career planning (p. 606)
Part X Reward Management
40 Reward management systems (p. 613)
Introduction (p. 613)
The reward management system (p. 613)
Components of a reward system (p. 614)
The elements of reward management (p. 614)
General factors determining pay levels (p. 617)
Economic factors affecting pay levels (p. 618)
Aims of reward management--the organization's requirements (p. 620)
Reward aims from the employee's point of view (p. 621)
Achieving the aims (p. 621)
Reward strategy (p. 622)
Reward policy (p. 624)
Developments in reward management (p. 625)
41 Job evaluation (p. 631)
Job evaluation--definition and purpose (p. 631)
The key features of job evaluation (p. 632)
Basic methodology (p. 633)
Job evaluation schemes (p. 634)
Job ranking (p. 634)
Job classification (p. 635)
Internal benchmarking (p. 636)
Point-factor rating (p. 636)
Skill-based evaluation (p. 642)
Competence-based evaluation (p. 643)
Market pricing (p. 643)
Pros and cons of formal job-centred evaluation (p. 644)
Is job evaluation necessary? (p. 645)
Introducing job evaluation (p. 646)
Developing a point-factor scheme (p. 648)
Conducting the job evaluation exercise (p. 651)
Equal value (p. 655)
42 Market rate analysis (p. 657)
Purpose (p. 657)
The concept of the market rate (p. 657)
The information required (p. 658)
Job matching (p. 658)
Presentation of data (p. 659)
Sources of information (p. 659)
43 Pay structures (p. 663)
Definition (p. 663)
Rationale for pay structures (p. 664)
Criteria for pay structures (p. 664)
Types of pay structure (p. 665)
Choice of structure (p. 670)
Pay structures for manual workers (p. 673)
Integrated pay structures (p. 674)
Rate for age scales (p. 675)
44 Contingent pay: paying for performance, competence, skill and contribution (p. 677)
Contingent pay defined (p. 677)
The rationale for contingent pay (p. 679)
Contingent pay strategy (p. 680)
Criteria for contingent pay (p. 681)
Performance-related pay (p. 681)
Competence-related pay (p. 687)
Skill-based pay (p. 689)
Contribution-related pay (p. 690)
Team-based pay (p. 693)
Shop-floor incentive schemes (p. 694)
Organization-wide schemes (p. 697)
Choice of approach (p. 698)
45 Rewarding special groups: directors, expatriates and sales representatives (p. 701)
Rewarding directors and senior executives (p. 701)
Expatriate pay (p. 708)
Sales staff (p. 710)
46 Employee benefits, pensions and allowances (p. 713)
Employee benefits (p. 713)
Occupational pension schemes (p. 715)
Allowances and other payments to employees (p. 718)
47 Managing reward systems (p. 719)
Reward budgets and forecasts (p. 719)
Evaluating the reward system (p. 720)
Pay reviews (p. 722)
Control (p. 724)
Reward procedures (p. 724)
Responsibility for reward (p. 726)
Communicating to employees (p. 727)
Part XI Employee Relations
Employee relations defined (p. 729)
Plan (p. 730)
48 The framework of employee relations (p. 731)
The elements of employee relations (p. 732)
Industrial relations as a system of rules (p. 733)
Types of regulations and rules (p. 733)
Collective bargaining (p. 734)
The unitary and pluralist views (p. 736)
The reconciliation of interests (p. 737)
Individualism and collectivism (p. 737)
Voluntarism and its decline (p. 738)
The HRM approach to employee relations (p. 739)
The context of industrial relations (p. 740)
Developments in industrial relations (p. 741)
The parties to industrial relations (p. 746)
Role of the HR function in employee relations (p. 752)
49 Employee relations processes (p. 753)
Employee relations policies (p. 754)
Employee relations strategies (p. 758)
Employee relations climate (p. 759)
Union recognition and derecognition (p. 761)
Collective bargaining arrangements (p. 763)
Informal employee relations processes (p. 769)
Other features of the industrial relations scene (p. 769)
Managing with trade unions (p. 772)
Managing without trade unions (p. 774)
50 Negotiating and bargaining (p. 777)
The nature of negotiating and bargaining (p. 777)
Negotiations (p. 778)
Negotiating and bargaining skills (p. 785)
51 Involvement and participation (p. 789)
Definitions (p. 790)
Aims of employee involvement and participation (p. 791)
Forms of employee involvement and participation (p. 792)
Varieties of employee involvement and participation (p. 794)
Attitude surveys (p. 796)
Quality circles (p. 798)
Suggestion schemes (p. 800)
Joint consultation (p. 801)
Works councils (p. 803)
Worker directors (p. 804)
Incidence of involvement and participation (p. 804)
Requirements for successful employee involvement and participation (p. 805)
Planning for involvement and participation (p. 806)
52 Communications (p. 807)
Communication areas and objectives (p. 809)
Communications strategy (p. 809)
Communication systems (p. 811)
Part XII Health, Safety and Welfare
53 Health and safety (p. 819)
Managing health and safety at work (p. 820)
The importance of health and safety in the workplace (p. 820)
Health and safety policies (p. 821)
Conducting risk assessments (p. 822)
Health and safety audits (p. 825)
Safety inspections (p. 827)
Occupational health programmes (p. 827)
Managing stress (p. 829)
Accident prevention (p. 829)
Measuring health and safety performance (p. 830)
Communicating the need for better health and safety practices (p. 831)
Health and safety training (p. 832)
Organizing health and safety (p. 832)
54 Welfare services (p. 835)
Why provide welfare services? (p. 835)
What sort of welfare services? (p. 837)
Individual services (p. 838)
Group welfare services (p. 841)
Provision of employee welfare services (p. 841)
Internal counselling services (p. 842)
Employee assistance programmes (p. 842)
Part XIII Employment and HR Services
55 Employment practices (p. 847)
Terms and conditions and contracts of employment (p. 848)
Mobility clauses (p. 850)
Transfer practices (p. 850)
Promotion practices (p. 851)
Attendance management (p. 852)
Equal opportunity (p. 854)
Ethnic monitoring (p. 855)
Managing diversity (p. 856)
The Data Protection Act (p. 857)
Age and employment (p. 857)
Sexual harassment (p. 858)
Smoking (p. 860)
Substance abuse at work (p. 861)
Bullying (p. 862)
AIDS (p. 862)
Dress codes (p. 863)
E-mails (p. 863)
56 HRM procedures (p. 865)
Grievance procedure (p. 866)
Disciplinary procedure (p. 867)
Capability procedure (p. 869)
Redundancy procedure (p. 871)
57 Computerized human resource information systems (p. 875)
What do computers do? (p. 875)
Benefits of a computerized human resource information system (p. 875)
HR information strategy (p. 876)
The functions of a computerized HR system (p. 877)
Rating of system features (p. 878)
An effective system (p. 878)
Problems and how to deal with them (p. 879)
Developing an information system (p. 880)
Examples of applications (p. 883)
Auditing the system (p. 890)
Appendices
Appendix A Training techniques (p. 891)
Appendix B Example of an attitude survey (p. 907)
References (p. 911)
Subject index (p. 943)
Author index (p. 975)

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PART I MANAGING PEOPLE 1 Human resource management 3 Human resource management defined 3; Human resource system 4; Models of HRM 5; Aims of HRM 8; Policy goals of HRM 10; Characteristics of HRM 11; Reservations about HRM 15; HRM and personnel management 18; How HR impacts on organizational performance 20; HRM in context 24 2 Human capital management 29 Human capital management defined 29; Human capital management and human resource management 30; The concept of human capital 33; Human capital management: practice and strategy 36; Human capital measurement 37; Human capital reporting 47 3 Role of the HR function 53 The overall role of the HR function 54; The role of HR in facilitating and managing change 54; Variations in the practice of HR 56; Organizing the HR function 57; Marketing the HR function 59; Preparing, justifying and protecting the HR budget 60; Outsourcing HR work 61; Shared HR services 63; Using management consultants 64; Evaluating the HR function 66 4 The role of the HR practitioner 71 The basic roles 71; Models of the practitioners of HR 76; Gaining support and commitment 81; Ethical considerations 84; Professionalism in HRM 85; Ambiguities in the role of HR practitioners 87; Conflict in the HR contribution 88; The competencies required by HR professionals 89 5 Role of the front-line manager 93 The basic role 93; The line manager and people management 94; The respective roles of HR and line management 95; The line manager's role in implementing HR policies 97; How to improve front-line managers as people managers 98 6 International HRM 99 International HRM defined 99; Issues in international HRM 99; International organizational models 100; Convergence and divergence 101; Cultural diversity 102; Think globally and act locally 104; International HR policies 104; Managing expatriates 104 PART II HUMAN RESOURCE MANAGEMENT PROCESSES 7 Strategic HRM 113 The concept of strategy 113; Strategic HRM defined 115; Aims of strategic HRM 116; Approaches to strategic HRM 117; Implementing strategic HRM 121 8 HR strategies 123 HR strategies defined 123; Purpose 124; The distinction between strategic HRM and HR strategies 124; Types of HR strategies 124; Criteria for an effective HR strategy 129 9 Developing and implementing HR strategies 131 Propositions about the development process 132; Levels of strategic decision-making 132; Strategic options and choices 133; Approaches to HR strategy development 134; Methodology for strategy development 140; Conducting a strategic review 141; Setting out the strategy 143; Implementing HR strategies 143 10 HRM policies 147 What human resource policies are 147; Why have HR policies 147; Do policies need to be formalized? 148; HR policy areas 148; Formulating HR policies 156; Implementing HR policies 157 11 Competency-based HRM 159 Types of competencies 160; Competency frameworks 161; Reasons for using competencies 163; Coverage of competencies 164; Use of competencies 165; Developing a competency framework 167; Defining technical competencies 169; Keys to success in using competencies 169; Emotional intelligence 170 12 Knowledge management 173 Knowledge management defined 174; The concept of knowledge 175; The purpose and significance of knowledge management 176; Approaches to knowledge management 176; Knowledge management systems 178; Knowledge management issues 178; The contribution of HR to knowledge management 180 13 Analysing roles, competencies and skills 181 Role analysis 187; Competency analysis 193; Skills analysis 198 PART III WORK AND EMPLOYMENT 14 The nature of work 205 What is work? 205; Theories about work 206; Organizational factors affecting work 208; Changing patterns of work 210; Unemployment 212; Attitudes to work 212; Job-related well-being 212 15 The employment relationship 215 The employment relationship defined 215; Nature of the employment relationship 215; Basis of the employment relationship 217; Defining the employment relationship 217; Significance of the employment relationship concept 218; Changes in the employment relationship 218; Managing the employment relationship 218; Trust and the employment relationship 220 16 The psychological contract 225 The psychological contract defined 225; The significance of the psychological contract 227; The nature of the psychological contract 228; How psychological contracts develop 229; The changing nature of the psychological contract 231; The state of the psychological contract 233; Developing and maintaining a positive psychological contract 234; The state of the psychological contract 2004 235 PART IV ORGANIZATIONAL BEHAVIOUR 17 Characteristics of people 239 Individual differences 239; Attitudes 244; Influences on behaviour at work 244; Attribution theory - how we make judgements about people 245; Orientation to work 246; Roles 247; Implications for HR specialists 248 18 Motivation 251 The process of motivation 252; Types of motivation 253; Motivation theory 254; Instrumentality theory 254; Content (needs) theory 255; Process theory 258; Herzberg's two-factor model 262; The relationship between motivation, job satisfaction and money 263; Job satisfaction 264; Motivation and money 267; Motivation strategies 268 19 Organizational commitment and engagement 271 The concepts of commitment and engagement 271; Organizational commitment 273; Influences on commitment and employee satisfaction 279; Engagement 281 20 How organizations function 283 Basic considerations 283; Organization theories 283; Organization structure 288; Types of organization 289; Organizational processes 292 21 Organizational culture 303 Definitions 303; The significance of culture 305; How organizational culture develops 306; The diversity of culture 306; The components of culture 307; Classifying organizational culture 309; Assessing organizational culture 311; Measuring organizational climate 312; Appropriate cultures 313; Supporting and changing cultures 314 PART V ORGANIZATION, DESIGN AND DEVELOPMENT 22 Organization design 319 The process of organizing 319; Aim 320; Conducting organization reviews 321; Organization analysis 321; Organization diagnosis 322; Organization planning 324; Responsibility for organization design 325 23 Job design and role development 327 Jobs and roles 327; Factors affecting job design 328; Job design 330; Job enrichment 332; Self-managing teams 333; High-performance work design 334; Role development 334 24 Organizational development, change and transformation 337 What is organizational development? 337; Organization development 338; Change management 343; Organizational transformation 352; Development and change processes 355 PART VI PEOPLE RESOURCING People resourcing defined 359; People resourcing and HRM 359;Plan 361 25 Human resource planning 363 The role of human resource planning 363; Aims of human resource planning 368; The process of human resource planning 368; Resourcing strategy 371; Scenario planning 372; Estimating future human resource requirements 373; Labour turnover 375; Action planning 382; The contribution of HR to human resource planning 388 26 Talent management 389 Talent management defined 390; The elements of talent management 390; Creating a great place to work 394; Attraction strategies 395; Retention strategies 397; Career management 399; Talent management for knowledge workers 407; Talent management in practice 407 27 Recruitment and selection 409 The recruitment and selection process 409; Defining requirements 409; Attracting can Excerpted from A Handbook of Human Resource Management Practice by Michael Armstrong All rights reserved by the original copyright owners. 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