CONTENTS
List of figures and tables = 17
List of tables = 19
Foreword = 21
Part Ⅰ Personnel and Human Resource Management -An Overview = 25
1 Personnel Management - Basis, Evolution and Context = 27
Key purpose and concerns = 27
Key activities = 28
Key requirements = 30
Stages in the evolution of personnel management = 32
Influences on personnel management = 34
The context of personnel management = 35
The impact of change, turbulence and ambiguity = 35
Enter HRM = 41
2 Human Resource Management = 42
Development of the HRM concept - the US models = 42
UK versions of the HRM model 44; Characteristics of HRM = 48
Reservations about HRM = 48
HRM and personnel management = 51
Conclusions = 54
3 Strategic Human Resource Management = 56
Strategic HRM defined = 56
The aims of strategic HRM = 57
Strategic HRM and strategic management = 57
Strategic HRM and personnel strategies = 60
Origins of the concept of strategic HRM = 61
The rationale for strategic HRM = 62
The meaning of strategic A Handbook of Personnel Management Practice HRM = 62
Strategic integration: integrating business and HR strategies = 63
Formulation of HR strategy - general considerations = 70
Developing HR/personnel strategies = 72
Guidelines on developing a strategic HRM approach = 76
Conclusions = 78
4 Personnel Policies and Procedures = 79
What are personnel policies? = 79
Why have personnel policies? = 80
Do policies need to be formalized? = 80
Personnel policy areas = 81
Formulating or revising policies = 87
Personnel procedures = 88
5 Role of the Personnel Function = 89
Overall role = 89
Specific roles = 90
The internal consultancy role = 92
Models of personnel management = 95
Contribution of the personnel function to business performance = 98
Contribution to added value = 98
Contribution to competitive advantage = 100
The ambiguous nature of personnel management = 102
Personnel and line management = 103
Values and professionalism = 104
Organizing the personnel function = 107
How to be an effective personnel professional = 109
Competence in personnel management = 112
6 Evaluating the Personnel Function = 115
Approaches to evaluation = 116
Overall methods of evaluation = 117
Types of performance measures = 118
Evaluation criteria = 118
Practical methods of evaluation = 119
Preferred approach = 125
Part Ⅱ Organizational Behaviour = 127
7 The Individual at Work = 129
Individual differences = 129
The nature of skilled performance and competence = 134
What happens to people over time = 134
Sources of social influences on individuals = 137
Attribution theory - how we make judgements about people = 138
Behaviour at work = 139
Orientation to work = 143
Roles = 144
The psychological contract = 146
Implications for personnel specialists = 146
8 Motivation = 149
Definition of motivation = 149
The process of motivation = 150
Intrinsic and extrinsic motivation = 153
Motivation theories = 153
Instrumentality theory = 154
Needs (content) theory = 155
Herzberg's two-factor model = 158
Process theory = 160
Behavioural theory = 164
Social learning theory = 164
Attribution theory = 165
Role modelling = 165
The key messages of motivation theory = 165
The relationship between motivation and performance = 167
Motivation and money = 168
Motivation Strategies = 169
Conclusions = 172
9 Commitment = 173
The meaning of organizational commitment = 173
The significance of commitment = 174
Problems with the concept of commitment = 175
Creating a commitment strategy = 178
Commitment and mutuality = 181
10 How Organizations Function = 183
Basic considerations = 183
The classical school = 184
The human relations school = 185
The behavioural science school = 186
The bureaucratic model = 189
The systems school = 190
The contingency school = 191
The modernists = 194
Organization structure = 196
Organizational processes = 197
Types of organization = 206
The process-based organization = 208
11 Organizational Culture = 209
Definition = 209
The importance of culture to organizations = 209
Components of organizational culture = 210
Development of culture = 214
Varieties of culture = 215
Culture management = 216
Part Ⅲ Organizational Effectiveness = 221
12 Achieving Organizational Effectiveness = 223
Factors contributing to organizational effectiveness = 223
Visionary leadership = 224
Mission statements = 225
Value statements = 225
Strategic management = 226
Benchmarking = 226
Continuous improvement = 228
Business process re-engineering = 229
Management development = 229
Developing a well-motivated, committed, skilled and flexible workforce = 230
A quality of working life strategy = 235
Achieving coherence and integration = 236
Achieving world class performance = 236
13 Organizing = 237
The process of organizing = 237
Aim = 238
Conducting organization reviews = 239
Organization analysis = 239
A Handbook of Personnel Management Practice Organization diagnosis = 240
Organization planning = 242
Who does the work? = 243
14 Organizational Development = 244
What is organizational development? = 244
Basis of organizational development = 244
Methods of organizational development = 245
Educational activities in organizational development = 250
The role of the OD practitioner = 250
Where has OD got to? = 250
15 Empowerment = 252
What is empowerment? = 252
Basis and assumptions = 253
Reasons for empowerment = 253
The process of empowerment = 254
16 Teamworking = 257
The significance of teamworking = 257
What is a team? = 259
Team effectiveness = 260
Team roles = 261
Things to do to Improve teamwork = 263
Team building = 264
17 Change Management = 266
The significant phenomenon of change = 266
The change process = 267
Types of change = 267
Resistance to change = 269
Change models = 269
Chaos theory = 273
Guidelines for change management = 274
Gaining commitment to change = 275
The role of the personnel specialist as change agent = 276
18 Flexibility = 278
The need for flexibility = 278
Functional, numerical and financial flexibility = 279
The flexible firm = 279
Flexibility arrangements = 279
19 Quality Management = 284
Total quality = 284
Pioneers of TQM = 285
Total quality management (TQM) = 286
Quality assurance and BS 5750 = 287
The approach to TQM = 287
TQM and the personnel specialist = 288
Part Ⅳ Jobs and Roles = 291
20 Job, Role and Skills Analysis and Job Descriptions = 293
Definitions = 293
Job analysis = 295
Role analysis = 305
Skills analysis = 306
Competence analysis = 308
Job descriptions = 309
Role definitions = 314
21 Job design = 315
What is job design? = 315
The process of intrinsic motivation = 316
Characteristics of task structure = 317
Motivating characteristics of jobs = 317
Approaches to job design = 318
Techniques of job design = 319
Job enrichment = 320
Self-managing teams = 321
High performance work design = 322
Part Ⅴ Competence-based Personnel Management = 325
22 The concept of competence = 327
Definitions of competence = 327
Types of competences = 328
The constituents of competence = 332
Using the concept = 333
Describing competences = 334
Competence lists = 334
Differentiating competences = 337
23 Competence analysis = 340
Definition = 340
Approaches to competence analysis = 340
Expert opinion = 340
Structured interview = 341
Workshops = 342
Functional analysis = 343
Critical-incident technique = 344;
Repertory grid = 345
Job competency assessment = 346
Which approach? = 348
24 Applications of competence = 349
Integrated personnel management = 349
Recruitment and selection = 349
Performance management = 350
Employee development = 351
Reward management = 351
Part Ⅵ Employee Resourcing = 353
25 Human resource planning = 355
Definition = 355
Aims = 355
Achieving the aims = 356
Resourcing strategy = 358
Turning broad strategies into action plans = 359
Demand forecasting = 360
Demand forecasting methods = 361
Supply forecasting = 365
Analysing existing human resources = 365
Employee turnover and wastage = 366
Analysing the effect of promotions and transfers = 371
Assessing changes in conditions of work and absenteeism = 372
Analysing sources of supply = 372
Forecasting human resource requirements = 373
Productivity and costs = 376
Action planning = 377
Overall plan = 378
The human A Handbook of Personnel Management Practice resource development plan = 378
The recruitment plan = 379
The retention plan = 379
The flexibility plan = 382
The productivity plan = 387
The downsizing plan = 387
Control = 388
26 Recruitment and Selection = 389
The recruitment and selection process = 389
Defining requirements = 392
Attracting candidates = 397
Advertising = 399
Using recruitment agencies = 403
Using recruitment consultants = 403
Using executive search consultants = 404
Educational and training establishments = 404
Sifting applications = 408
Types of interview = 408
Assessment centres = 409
Interviewing arrangements = 409
Interviewing = 411
Selection tests = 416
Improving the effectiveness of recruitment and selection = 421
References and offers = 422
Induction and follow-up arrangements = 424
Part Ⅶ Performance Management = 427
27 The Basis of Performance Management = 429
Definition = 429
The essence of performance management = 430
Background to performance management = 430
The emergence of performance management = 436
What's the same? = 437
What's new? = 437
The philosophy of performance management = 439
The holistic approach of performance management = 446
Performance management as an integrating process = 446
28 The Process of Performance Management = 447
A model of performance management = 447
Application of the basic model = 448
Performance management as a process = 449
A conceptual framework for performance management = 449
Balancing present performance against future potential = 151
Organizational and individual contributions to performance management = 454
Managing expectations = 454
Objectives = 454
Performance measures = 460
Competences = 461
Values = 462
Conducting performance review discussions = 462
360-degree feedback = 465
Rating = 466
Documentation = 471
29 Managing Performance Throughout the Year = 474
The continuing process of performance management = 475
Updating objectives and work plans = 476
Managing continuous learning = 476
Managing under-performers = 477
30 Introducing and Evaluating Performance Management = 480
Where and how should performance management be introduced? = 480
Who should be covered? = 481
Who should be involved? = 482
Pilot tests = 484
Preparing briefing papers = 485
How to monitor and evaluate = 485
Part Ⅷ Employee Development = 489
31 The basis of employee development = 491
Definition of employee development = 491
Aims = 491
Employee development activities = 491
Employee development strategy = 492
Employee development philosophy = 493
32 Learning and Development = 494
How people learn = 494
Learning theory = 497
Conditions for effective learning = 501
The learning organization = 502
Continuous development = 504
Self-managed learning = 505
33 Training = 508
Definition = 508
Aim = 508
Benefits = 509
Understanding training = 509
Training philosophy = 510
The process of training = 512
Identifying learning and training needs = 515
Planning training programmes = 519
Training techniques = 522
Conducting training programmes = 523
Responsibility for training = 529
Evaluation of training = 530
34 Management Development = 533
What is management development? = 533
Management development as a business-led process = 533
The impact of management development = 534
The processes of management development = 535
The nature of management development = 536
Management development strategy = 537
Responsibility for management development = 537
The basis of management development = 541
Approaches to management development = 542
An integrated approach to management development = 544
Competence-based management development = 545
Development centres = 546
35 Career Management - Management Succession and Career Planning = 548
Definitions = 548
Overall aims = 548
The process of career management = 549
Career management policies = 553
Demand and supply forecasts = 555
Succession planning = 557
Performance and potential assessment = 557
Recruitment = 559
Career planning 559
Career management in delayered organizations = 563
36 The National Training Scheme, NVQs, IIP and MCI = 564
The National Vocational Education and Training Framework = 564
National Vocational Qualifications = 565
Investors in people = 571
The Management Charter Initiative = 573
Part Ⅸ Reward Management = 575
37 The Basis of Reward Management = 577
What reward management is about = 577
Non-financial rewards- intrinsic and extrinsic motivation = 577
The total reward process = 578
Aims of reward management = 580
Reward strategy = 581
Reward policies = 582
38 Job Evaluation = 585
Definition of job evaluation = 585
Purpose = 585
The meaning of job evaluation = 586
The significance of jobs, roles and people = 587
Job evaluation methods = 587
Job ranking = 588
Job classification = 589
Point-factor rating = 589
Skill-based evaluation = 595
Competence-based evaluation = 596
Market pricing = 596
Pros and cons of formal job-centred evaluation = 597
Is job evaluation necessary? = 599
Introducing job evaluation = 599
Developing a point-factor scheme = 601
Conducting the job evaluation exercise = 604
Equal value = 608
39 Establishing Market Rates = 610
Purpose = 610
The concept of the market rate = 611
The information required = 611
Sources of information = 613
Using survey data = 616
40 Pay structures = 617
Definition = 617
Purpose = 617
Criteria for pay structures = 618
The basis of pay structures = 618
Number of pay structures = 620
Types of pay structures = 621
Graded pay structures = 621
Broad-banded pay structures = 633
Individual job ranges = 635
Job family structures = 636
Pay curves = 637
Spot rate structures = 640
Pay spines = 641
Pay structures for manual workers = 642
Integrated pay structures = 644
Rate for age scales = 645
Choice of structure = 646
41 Differential Pay - Paying for Performance, Skill and Competence = 647
Paying for performance - a definition = 647
Advantages and disadvantages of paying for performance 648
Paying for performance - incentive or reward? = 649
The difference between incentives and bonuses = 650
Criteria for success = 651
How should performance improvements be shared? = 652
Types of pay-for-performance schemes = 653
Performance related pay = 654
Executive bonus and incentive schemes = 664
Shop floor incentive schemes = 664
Organization-wide bonus schemes = 672
Skill-based pay = 673
Competence-based pay = 674
42 Employee Benefits = 675
Definition = 675
Objectives = 675
Main types of employee benefits = 675
Taxation = 676
Choice of benefits = 676
Total remuneration = 677
43 Reward Management Procedures = 678
Monitoring the implementation of pay policies and practices = 678
Compa-ratio analysis = 679
Attrition = 680
Monitoring internal relativities = 680
Monitoring external relativities = 681
Pay reviews- general considerations = 681
General reviews = 682
Structural reviews = 683
Individual reviews = 683
Procedures for grading jobs and fixing rates of pay = 688
Dealing with anomalies = 689
Pay budgeting = 689
Control = 689
Part Ⅹ Employee Relations = 693
44 Industrial Relations = 695
Definition = 695
The content of industrial relations = 695
Fundamental concepts of industrial relations = 697
The context of industrial relations = 701
Developments in industrial relations = 703
The current industrial relations scene = 706
The legal framework = 710
Trade unions = 711
The role of management = 715
The HRM approach to industrial relations = 716
Union recognition and derecognition = 718
Procedural agreements = 718
Collective A Handbook of Personnel Management Practice bargaining arrangements = 720
Flexibility = 722
Harmonization = 723
Industrial relations strategy = 724
45 Employee Involvement = 726
Definition = 726
Reasons for employee involvement = 726
Methods of involvement = 727
Forms of employee involvement and participation = 727
Requirements for successful employee involvement and participation = 730
Attitude surveys = 731
Quality circles = 734
Suggestion schemes = 736
Planning for involvement and participation = 737
46 Communications = 739
The need for communications = 739
The nature of communications = 739
The importance of communications = 740
Communications and employee relations = 741
Communication problems = 742
Barriers to communications = 742
Overcoming barriers to communications = 746
Making communications work = 749
Communications strategy = 749
Communication systems = 752
Twelve golden rules for communications = 756
Part XI Health and Safety and Employee Services = 757
47 Health and Safety = 759
Factors affecting health and safety = 760
Principles of health and safety management = 760
Health and safety programmes = 761
Analysis of health and safety performance = 762
Health and safety policies = 763
Health and safety organization = 765
Occupational health programmes = 767
Accident prevention 768; Measuring safety performance = 771
Conclusions = 772
48 Employee Services = 773
Why provide employee services? = 773
What sort of employee services? = 775
Individual services = 776
Group employee services = 779
Provision of employee welfare services = 780
Internal counselling services = 780
Employee assistance programmes = 780
Part XII Employment and Personnel Services = 783
49 Employment Practices and Procedures = 785
Terms and conditions and contracts of employment = 785
Grievances = 787
Discipline = 788
Redundancy = 793
Transfer procedures = 795
Promotion procedures = 796
Attendance management = 797
Equal opportunity = 799
Ethnic monitoring = 800
Managing diversity = 801
Age and employment = 802
Sexual harassment = 802
Smoking = 805
Substance abuse at work = 805
AIDS = 806
50 Personnel Information and Record Systems = 808
introduction = 808
Benefits of a computerized personnel information system (CPIS) = 809
Information technology strategy for a CPIS = 809
Developing a CPIS = 812
Examples of CPIS applications = 815
Manual records = 822
Conclusions - Issues and Trends in Personnel Management = 82S
Issues = 825
Trends = 831
Appendices = 835
Appendix A Personnel job and role descriptions = 837
Personnel director = 837
Personnel manager = 838
Personnel officer = 840
Appendix B Examples of forms = 844
Application form = 844
Performance management forms = 848
Personnel record forms = 855
Appendix C Training techniques = 859
On-the-job training techniques = 859
On- or off-the-job training techniques = 861
Off-the-job training techniques = 865
Appendix D Personnel procedures = 871
Grievance procedure = 871
Disciplinary procedure = 872
Redundancy procedure = 873
Promotion policy and procedure = 876
Bibliography = 877
Subject Index = 892
Author Index = 922
