Human Resource Management

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This textbook provides an introduction to the main human resource management issues which are relevant to contemporary business organizations. Using HRM in practice as its starting point, the text demonstrates, though the use of up to date case studies and examples, the realities of HR within organizations. With a strong emphasis placed on linking theory and practice, the reader is then introduced to and encouraged to analyse and critically evaluate HR theory. To help provide a full understanding of the key concepts of HRM, and provide a critical edge to the text, six themes are explored and linked to the content of each chapter. These themes are flexibility, commitment, culture, performance, power and control, and strategy. A wide range of textbook features have been developed. These include activities, section summaries, 'window on work' example boxes, and 'practitioner perspectives', to provide a deeper level of understanding, and encourage analytical and critical thinking. Extensive use is made of a wide variety of case examples including small and large enterprises; voluntary and not-for-profit sectors; the hospitality industry; retailing; manufacturing; finance; and the arts. Examples of HR practice are drawn from organizations including Google, B&Q, Lidl, Saatchi and Saatchi, Tesco, Deloitte Touche, Ryanair, Sandals Resorts, YouTube, Matshushita Electric Company, and the NHS. Other examples are drawn from holiday companies, electrical manufacturing, higher education, management consultancy, the catering industry, and football clubs. To support students using this textbook, an online resource centre provides additional materials including web links, research and policy updates, and multiple choice testing sessions to help with assignment and exam preparation. For lecturers, a range of teaching materials have been developed, including video clips for use in lectures and seminars. Key Features Uses HRM in practice as a starting point for understanding, applying and critically evaluating HR theories. Shows how HRM operates in practice; through the use of up to date examples and research evidence HR theory is clearly linked to practice. Six main HR themes are introduced and summarized in every chapter; flexibility, commitment, culture, performance, power and control, and strategy are key concepts to understanding HRM in contemporary organizations. Wide range of textbook features including activities, section summaries, 'window on work' example boxes, 'practitioner perspectives' and end-of-chapter case studies to encourage understanding, as well as analytical and critical thinking. A wide range of examples are drawn from well known organizations such as YouTube, Saatchi and Saatchi, Primark, and the NHS. Other examples are drawn from holiday companies, airlines, blue chip companies, electrical manufacturing, higher education, management consultancy, the catering industry, and football clubs.

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Sarah Gilmore Senior Lecturer in Human Resource Management and Organizational Behaviour at the University of Portsmouth Business School, Steve Williams Principal Lecturer in Employment Relations at the University of Portsmouth Business School. Table of Contents Part One: Human Resource Management in Context 1: Sarah Gilmore: Introducing Human Resource Management 2: Sarah Gilmore: The Strategic Dimensions of Human Resource Management 3: Rob Thomas: The Business Environment of Human Resource Management 4: David Preece: Human Resource Management in an Organizational Context Part Two: Human Resource Management in Practice 5: Iain Ballantyne: Recruiting and Selecting Staff in Organizations 6: Sarah Gilmore: Developing Human Resources 7: David Hall: Managing Performance 8: Stephen Pilbeam: Rewarding People at Work 9: Sarah Gilmore & Steve Williams: Health, Safety and Employee Well-Being 10: Steve Williams: Employment Relations 11: Charlotte Rayner & Sally Rumbles: Equality, Diversity and Dignity at Work 12: Steven Williams & Sally Rumbles: Grivance, Discipline and Absence in Organizations 13: Steve Williams: Human Resource Management and Redundancy Part Three: Key Issues in Contemporary Human Resource Management 14: Gill Christy & Richard Christy: Ethics and Human Resource Management 15: Emma Brown, Liza Howe-Walsh, Peter Scott & Steve Williams: International Human Resource Management Part Four: Conclusions 16: Sarah Gilmore: Conclusion