- Cover
- Halftitle
- Title
- Copyright
- Contents
- Biographical notes
- Preface
- Preface to first edition
- Preface to second edition
- List of abbreviations
- Introduction
- 1 Developing a strategy for human resources
- 1.1 The nature of corporate strategy
- 1.2 Corporate strategy and human resource strategy
- 1.3 Structure and strategy
- 1.4 Variations on the basic models
- 1.5 Factors influencing the choice of organisation structure
- 1.6 Culture
- 1.7 Human resource planning
- 1.8 Human resource information
- 1.9 Putting the plan together
- 1.10 References
- SECTION I MANAGING EMPLOYMENT
- SECTION II TRAINING AND EMPLOYMENT
- 4 Training: The essential ingredient
- 4.1 Training: the broader national perspective
- 4.2 Training and industry
- 4.3 Making the case for training: benefits for the employer and the individual
- 4.4 Towards a definition of training
- 4.5 Training and learning
- 4.6 A systematic training approach
- 4.7 Identifying training needs: the assessment phase
- 4.8 Setting training objectives: the planning phase
- 4.9 Selecting training design and methods: the design phase
- 4.10 Conducting the training: the implementation phase
- 4.11 Evaluating training outcomes
- 4.12 Conclusions
- 4.13 References
- 5 Culture, organisation development and change
- 6 From personal to professional development: Creating space for growth
- 6.1 Personal development: a historical perspective
- 6.2 Principles underpinning personal developmentContents
- 6.3 Translating principles into practice
- 6.4 Professional development – a historical perspective
- 6.5 Principles underpinning professional development
- 6.6 Translating principles into practice
- 6.7 Conclusions
- 6.8 References
- 4 Training: The essential ingredient
- SECTION III EMPLOYEE RELATIONS: THE LEGAL FRAMEWORK OF EMPLOYMENT AND EQUAL OPPORTUNITIES
- SECTION IV REWARD MANAGEMENT AND THE MANAGEMENT OF PERFORMANCE
- 10 Motivation and rewards
- 11 Pay policy, pay processes, and the management of rewards
- 11.1 Introduction
- 11.2 Market forces
- 11.3 Pay surveys
- 11.4 Job evaluation and internal equity
- 11.5 Traditional approaches to job evaluation
- 11.6 Modern forms of job evaluation
- 11.7 Introducing and maintaining job evaluation
- 11.8 Criticisms of job evaluation
- 11.9 Payment by results
- 11.10 Gainsharing
- 11.11 Salary structures
- 11.12 Merit awards
- 11.13 Team working
- 11.14 Employee benefits
- 11.15 References
- 12 Appraising and rewarding performance
- SECTION V INTERNATIONAL HUMAN RESOURCE MANAGEMENT
- 13 International human resource management
- 13.1 Importance of international HRM
- 13.2 Staffing the international organisation
- 13.3 Structures of international organisations
- 13.4 National cultures
- 13.5 Business values and ethics
- 13.6 Culture: language and non-verbal communication
- 13.7 Labour market issues
- 13.8 Expatriate rewards
- 13.9 Employee relations
- 13.10 Intercultural negotiations
- 13.11 References
- 13 International human resource management
- Index
Managing Human Resources
Third Edition
edited by
Alan Cowling
Professor and Director of Research,
Middlesex University Business School
and
Chloë Mailer
FreeIance ConsuItant
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