1.1. Tensions within HRM 17

1.2. The Harvard framework for HRM 18

1.3. The HRM cycle 19

1.4. Organisational ILM 22

1.5. The flexible firm model 24

1.6. The business partner model 28

1.7. Overview and integration of HRM 29

2.1. Model of HRP 41

2.2. A systematic approach to recruitment and selection 57

3.1. The line of sight model 141

4.1. Possible uses of training 170

4.2. Types and evolution of managerial skills and development requirements 172

4.3. Models and techniques in management development 173

4.4. Levels of maturity in management development provision 176

4.5. The training system 178

4.6. The training cycle 179

4.7. Training evaluation: the whole system 189

5.1. The ER system 149

5.2. Strategic choice in industrial relations 167

5.3. Three levels of strategic decision making 169

5.4. Governmental approaches to employee relations 274

5.5. Employee involvement framework 309

5.6. Dimensions of employee involvement 309

1.1. PM and HRM compared 18

1.2. Characteristics of ILMs 22

1.3. Advantages and disadvantages of ILMs 23

1.4. Criticisms of the flexible firm model 25

1.5. Types of HR manager 27

2.1. Data for HRP 40

2.2. Problems with labour turnover rates 45

2.3. Methods of job analysis 58

2.4. Categories of personal attributes 61

2.5. Examples of e-recruitment sites 66

2.6. Advantages and disadvantages of internal and external recruitment 69

2.7. Guide to conducting interviews 82

2.8. Interview structure: a recommended pattern 82

2.9. Use of questions and statements in interviewing 83

2.10. Biases in interviews 85

2.11. Disadvantages of tests 88

3.1. Integration in rewards 117

3.2. Elements of rewards 119

3.3. Issues with job evaluation 133

3.4. Job evaluation using different job factors 134

3.5. Factors to be considered in PRP 140

3.6. Questions and perspectives using the Balanced Score Card in rewards 142

3.7. Advantages and disadvantages of different reward systems 142

3.8. Variations in use of types of reward (%) 146

4.1. Factors shaping provision and effectiveness 175

4.2. Sources of training needs 180

4.3. Advantages and disadvantages of delivery methods 182

4.4. Advantages and disadvantages of 'on-the-job' versus 'off-the-job' training 184

4.5. Training assessment – methods and difficulties 186

4.6. Training evaluation 187

4.7. Training evaluation using Hamblin's levels 187

4.8. Evaluating the impact of training 188

4.9. Implications of different types of training provision 203

4.10. Example of forced distribution 206

4.11. Example of rating scale 206

4.12. Example of BARS performance dimension 207

4.13. Example of BOS performance dimension 209

4.14. Interview structure 211

4.15. Biases in performance appraisals 212

4.16. Problems with performance appraisal methods 212

4.17. Performance appraisals in professions 214

5.1. Reasons for interest in employee involvement 308

5.2. Benefits of and problems with team briefing 312

5.3. Benefits of and problems with suggestion schemes 314

5.4. Benefits of and problems with quality circles 316

5.5. Important elements in the success and failure of employee involvement 317

6.1. Tensions in perspectives in HRM 327

6.2. Constraints on the development of HRM 330

6.3. Usefulness of comparative views 349

6.4. Reasons for differences in HRM 350

6.5. Discovering HRM in other countries 351

6.6. Impacts on HRM as a function 352

6.7. Decline and continuity of HRM 353