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|Additional Physical Format:||Print version:
Managing Human Resources : Human Resource Management in Transition.
Hoboken : Wiley, ©2012
|Material Type:||Document, Internet resource|
|Document Type:||Internet Resource, Computer File|
|All Authors / Contributors:||
Stephen Bach; Martin Edwards
|Description:||1 online resource (442 pages)|
|Contents:||Managing Human Resources: Human Resource Management in Transition; Copyright; Contents; Notes on Contributors; Figures; Tables; Boxes; Part I: Introduction; 1. Human Resource Management in Transition; Human Resource Management in Transition; Development of HR Theory; HRM and Performance; Current HR Context; HRM in Transition?; The Future of HR; Conclusion; 2. Human Resource Management and Performance; Introduction; Why HRM can Contribute to Performance; Does HRM Contribute to Performance?; Institutional Context, HRM and Performance --
Under What Conditions will HRM Contribute to Performance? Conclusion3. Legal Aspects of the Employment Relationship; Introduction; Individual Employment Protection Rights; The Equality Agenda; Statistics on discrimination law; Unfair Dismissal; Meaning of dismissal; Reasons for dismissal; When is dismissal fair or unfair?; Statistics and impact of unfair dismissal law; Redundancy Pay; Entitlement to a redundancy payment; Redundancy and unfair dismissal; Consultation over redundancy and reorganisation; The Transfer of Undertakings; What is a relevant transfer?; Effects of a TUPE transfer; Consultation and TUPE transfers; Pensions. Minimum Wage Legislation and Working TimeWorking time and holidays; Conclusion; Part II: Context; 4. Corporate Governance and Human Resource Management; Introduction; Perspectives on Corporate Governance; Broad types of business systems, varieties of capitalism and corporate governance; Who is involved in governance?; Objectives and distribution of returns; Nature of involvement in corporate governance; Conclusions; 5. The International Human Resource Function; Introduction; Previous Research on the HR Function in MNCs; INTREPID Findings. The Nature of the International HR Function and Variation between MNCsThe Impact of International Integration in HR; Conclusion; Acknowledgements; 6. Customer Service Work, Employee Well-being and Performance; The Nature of Customer Service Work; Encounters or relationships; Emotional labour; Aesthetic labour; Forms of Management Control and HR Practice; Service Work and Employee Well-being; HR policies and worker well-being; Customers and worker well-being; Job satisfaction; Employee Resistance to Management Control; Customer Service Work and Performance; HR practices and service performance. Summary and ConclusionPart III: Resourcing and Development; 7. Recruitment and Selection; Introduction; The Textbook Model and Disciplinary Perspectives; The textbook model; Disciplinary Perspectives; Summary; The Reality of Recruitment and Selection Practice; Who is being Recruited?; Impact of labour markets; Labour market regulation; Labour market legislation; What is being Recruited?; External conceptions of jobs and occupations; Internal conceptions of jobs and occupations; How is R & S Activity Occurring?; Overview; Macro-level issues; Micro-level issues; Recruitment versus Retention. Wider Implications and Conclusions.