HUMAN RESOURCE MANAGEMENT PRACTICE - Fichier PDF

More documents

Recommendations

Info

378 ❚ People resourcingLeavers as apercentage oftotal entrantsTimeFigure 25.2A survival curveTable 25.1Survival rate analysisNumber surviving to end of year after engagementEntry OriginalCohort strength Year 1 Year 2 Year 3 Year 4 Year 5A 40 35 28 26 22 20B 32 25 24 19 18 17C 48 39 33 30 25 23D 38 32 27 24 22 19E 42 36 30 26 23 21Total 200 167 142 125 110 100Averagesurvival 100% 83% 71% 62% 55% 50%rate
Human resource planning ❚ 379Half-life indexA simpler concept derived from survival rate analysis is the half-life index, which isdefined as the time taken for a group or cohort of starters to reduce to half its originalsize through wastage (five years in the above example). Comparisons can then bemade for successive entry years or between different groups of employees, in order toshow where action may have to be taken to counter undesirable wastage trends.Stability indexThe stability index is considered by many to be an improvement on the turnoverindex. The formula is:Number with 1 year’s service or more × 100Number employed 1 year agoThis index provides an indication of the tendency for longer service employees toremain with the company, and therefore shows the degree to which there is continuityof employment. But this too can be misleading because the index will not revealthe vastly different situations that exist in a company or department with a highproportion of long serving employees, in comparison with one where the majority ofemployees are short service.Length of service analysisThis disadvantage of the stability index can be partly overcome if an analysis is alsomade of the average length of service of people who leave, as in Table 25.2. Thisanalysis is still fairly crude, because it deals only with those who leave. A morerefined analysis would compare for each service category the numbers leaving withthe numbers employed. If, in the example shown, the total numbers employed withfewer than three months’ service were 100 and the total with more than five yearswere also 100, the proportion of leavers in each category would be 28 per cent and 11per cent respectively – more revealing figures, especially if previous periods could beanalysed to reveal adverse trends.Choice of measurementIt is difficult to avoid using the conventional employee (labour) turnover index as theeasiest and most familiar of all methods of measurement, but it needs to be supplementedwith some measure of stability. An analysis of turnover or wastage as part of
Page 3 and 4:
A Handbook ofHUMANRESOURCEMANAGEMEN
Page 5 and 6:
ContentsList of figuresList of tabl
Page 7 and 8:
Contents ❚ vii9 Developing and im
Page 9 and 10:
Contents ❚ ix20 How organizations
Page 11 and 12:
Contents ❚ xi31 Release from the
Page 15 and 16:
Contents ❚ xv53 Employee voice 80
Page 17 and 18:
List of figures0.1 Route map xxvi0.
Page 19 and 20:
List of figures ❚ xix43.6 Integra
Page 21 and 22:
xxii ❚ List of tables42.1 Economi
Page 23 and 24:
PrefaceThis tenth edition of A Hand
Page 25 and 26:
Part IManaging peopleThis part unde
Page 27 and 28:
1Human resource managementThe terms
Page 29 and 30:
Human resource management ❚ 5Huma
Page 33:
Human resource management ❚ 9Huma
Page 36 and 37:
12 ❚ Managing peoplemanaging huma
Page 38 and 39:
14 ❚ Managing peoplethe HRM syste
Page 40 and 41:
16 ❚ Managing peopleGuest (1991)
Page 42 and 43:
18 ❚ Managing peopleContradiction
Page 44 and 45:
20 ❚ Managing peopleThe differenc
Page 46:
22 ❚ Managing peopleTable 1.2cont
Page 49 and 50:
Human resource management ❚ 251.
Page 51 and 52:
Human resource management ❚ 27●
Page 53 and 54:
30 ❚ Managing peopleThe Accountin
Page 55 and 56:
32 ❚ Managing peopleHowever, rese
Page 57 and 58:
34 ❚ Managing peopleThe choices t
Page 59 and 60:
36 ❚ Managing peoplepractice; it
Page 61 and 62:
38 ❚ Managing peoplethe firm crea
Page 63 and 64:
40 ❚ Managing peopleThe organizat
Page 65 and 66:
42 ❚ Managing peopleNationwide to
Page 67 and 68:
44 ❚ Managing peoplepredominantly
Page 69 and 70:
46 ❚ Managing peopleIn more detai
Page 71 and 72:
48 ❚ Managing peoplemanaged, but
Page 73 and 74:
50 ❚ Managing people●●set out
Page 75 and 76:
3Role of the HR functionHR function
Page 77 and 78:
Role of the HR function ❚ 55facil
Page 79 and 80:
Role of the HR function ❚ 57pract
Page 81 and 82:
Role of the HR function ❚ 59which
Page 83 and 84:
Role of the HR function ❚ 61stand
Page 85 and 86:
Role of the HR function ❚ 63monit
Page 87 and 88:
Role of the HR function ❚ 651. De
Page 89 and 90:
Role of the HR function ❚ 67●
Page 91 and 92:
Role of the HR function ❚ 69The m
Page 93 and 94:
72 ❚ Managing peoplequalified, ar
Page 95 and 96:
74 ❚ Managing peopleThe innovatio
Page 97 and 98:
76 ❚ Managing peopleprocedures ar
Page 99 and 100:
78 ❚ Managing people4. Innovative
Page 101 and 102:
80 ❚ Managing people●●●●
Page 103 and 104:
Page 105 and 106:
84 ❚ Managing peopleETHICAL CONSI
Page 107 and 108:
86 ❚ Managing peoplecompetence re
Page 109 and 110:
88 ❚ Managing peopleClassical per
Page 111 and 112:
90 ❚ Managing peopleTable 4.1Comp
Page 113 and 114:
92 ❚ Managing people●●●(whe
Page 115 and 116:
Page 117 and 118:
96 ❚ Managing peopleaspects like
Page 119 and 120:
98 ❚ Managing peopleto carry out
Page 121 and 122:
100 ❚ Managing peoplethe need to
Page 123 and 124:
102 ❚ Managing peopleHowever, Bre
Page 125 and 126:
104 ❚ Managing peopleweights betw
Page 127 and 128:
106 ❚ Managing peopleRole specifi
Page 129 and 130:
108 ❚ Managing peoplefactors. The
Page 131 and 132:
Part IIHuman resourcemanagement pro
Page 133 and 134:
114 ❚ HRM processesorganization
Page 135 and 136:
116 ❚ HRM processes1. the use of
Page 137 and 138:
118 ❚ HRM processesand HR policie
Page 139 and 140:
120 ❚ HRM processes●●●●th
Page 141 and 142:
8HR strategiesStrategic HRM leads t
Page 143 and 144:
HR strategies ❚ 125the organizati
Page 145 and 146:
HR strategies ❚ 127●●●●
Page 147 and 148:
HR strategies ❚ 129CRITERIA FOR A
Page 149 and 150:
132 ❚ HRM processesPROPOSITIONS A
Page 151 and 152:
134 ❚ HRM processesprocess of dev
Page 153 and 154:
136 ❚ HRM processesTable 9.1Linki
Page 155 and 156:
138 ❚ HRM processeswhich focuses
Page 157 and 158:
140 ❚ HRM processesmutually reinf
Page 159 and 160:
142 ❚ HRM processesAnalysis:● W
Page 161 and 162:
144 ❚ HRM processesOne principal
Page 163 and 164:
10HRM policiesWHAT HUMAN RESOURCE P
Page 165 and 166:
HRM policies ❚ 149they could dist
Page 167 and 168:
HRM policies ❚ 151Managing divers
Page 169 and 170:
HRM policies ❚ 153Involvement and
Page 171 and 172:
HRM policies ❚ 155Substance abuse
Page 173 and 174:
HRM policies ❚ 1579. Consult, dis
Page 175 and 176:
160 ❚ HRM processes●●●●
Page 177 and 178:
162 ❚ HRM processesTable 11.1Inci
Page 179 and 180:
164 ❚ HRM processesCOVERAGE OF CO
Page 181 and 182:
166 ❚ HRM processesemployee’s d
Page 183 and 184:
168 ❚ HRM processesbehaviour. Thi
Page 185 and 186:
170 ❚ HRM processes●●●●
Page 187 and 188:
12Knowledge managementKnowledge man
Page 189 and 190:
Knowledge management ❚ 175THE CON
Page 191 and 192:
Knowledge management ❚ 177various
Page 193 and 194:
Knowledge management ❚ 179The pac
Page 195 and 196:
Knowledge management ❚ 1813. Advi
Page 197 and 198:
Knowledge management ❚ 183Resourc
Page 199 and 200:
Knowledge management ❚ 185Organiz
Page 201 and 202:
13Analysing roles, competenciesand
Page 203 and 204:
Analysing roles, competencies and s
Page 205 and 206:
Page 207 and 208:
Page 209 and 210:
Page 211 and 212:
Page 213 and 214:
Page 215 and 216:
Page 217 and 218:
14The nature of workIn this chapter
Page 219 and 220:
The nature of work ❚ 207mechanism
Page 221 and 222:
The nature of work ❚ 2091998b), f
Page 223 and 224:
The nature of work ❚ 211(working
Page 225 and 226:
The nature of work ❚ 213Table 14.
Page 227 and 228:
216 ❚ Work and employmentParties
Page 229 and 230:
218 ❚ Work and employmentSIGNIFIC
Page 231 and 232:
220 ❚ Work and employment●●
Page 233 and 234:
222 ❚ Work and employmentClearly,
Page 235 and 236:
16The psychological contractThe emp
Page 237 and 238:
The psychological contract ❚ 227o
Page 239 and 240:
The psychological contract ❚ 229a
Page 241 and 242:
The psychological contract ❚ 231T
Page 243 and 244:
The psychological contract ❚ 233H
Page 245 and 246:
The psychological contract ❚ 235r
Page 247 and 248:
Part IVOrganizationalbehaviourPeopl
Page 249 and 250:
17Characteristics of peopleTo manag
Page 251 and 252:
Characteristics of people ❚ 241In
Page 253 and 254:
Characteristics of people ❚ 243On
Page 255 and 256:
Characteristics of people ❚ 245de
Page 257 and 258:
Characteristics of people ❚ 247RO
Page 259 and 260:
Characteristics of people ❚ 249
Page 261 and 262:
252 ❚ Organizational behaviourUnf
Page 263 and 264:
254 ❚ Organizational behaviourThe
Page 265 and 266:
256 ❚ Organizational behaviourTab
Page 267 and 268:
258 ❚ Organizational behaviour2.
Page 269 and 270:
260 ❚ Organizational behaviourmor
Page 271 and 272:
262 ❚ Organizational behaviourAs
Page 273 and 274:
264 ❚ Organizational behaviourJOB
Page 275 and 276:
266 ❚ Organizational behaviourtha
Page 277 and 278:
268 ❚ Organizational behaviourare
Page 279 and 280:
19Organizational commitment andenga
Page 281 and 282:
Organizational commitment and engag
Page 283 and 284:
Page 285 and 286:
Page 287 and 288:
Page 289 and 290:
Page 291 and 292:
20How organizations functionBASIC C
Page 293 and 294:
How organizations function ❚ 285
Page 295 and 296:
How organizations function ❚ 287M
Page 297 and 298:
How organizations function ❚ 289O
Page 299 and 300:
How organizations function ❚ 291T
Page 301 and 302:
How organizations function ❚ 293I
Page 303 and 304:
How organizations function ❚ 295G
Page 305 and 306:
How organizations function ❚ 297
Page 307 and 308:
How organizations function ❚ 299A
Page 309 and 310:
How organizations function ❚ 301C
Page 311 and 312:
304 ❚ Organizational behaviourThe
Page 313 and 314:
306 ❚ Organizational behaviourpar
Page 315 and 316:
308 ❚ Organizational behaviourthe
Page 317 and 318:
310 ❚ Organizational behaviourHar
Page 319 and 320:
312 ❚ Organizational behaviourOrg
Page 321 and 322:
314 ❚ Organizational behaviourgoo
Page 323 and 324:
316 ❚ Organizational behaviourtha
Page 325 and 326:
22Organization designThe management
Page 327 and 328:
Organization design ❚ 321●●
Page 329 and 330: Organization design ❚ 323consider
Page 331 and 332: Organization design ❚ 325new acti
Page 333 and 334: 328 ❚ Organization, design and de
Page 341 and 342: 24Organizational development,change
Page 343 and 344: Organizational development, change
Page 363 and 364: 360 ❚ People resourcingcharacteri
Page 365 and 366: 25Human resource planningDefinition
Page 367 and 368: Human resource planning ❚ 365func
Page 369 and 370: Human resource planning ❚ 367(199
Page 371 and 372: Human resource planning ❚ 369circ
Page 373 and 374: Human resource planning ❚ 371Obje
Page 375 and 376: Human resource planning ❚ 373what
Page 377 and 378: Human resource planning ❚ 375●
Page 379: Human resource planning ❚ 377empl
Page 383 and 384: Human resource planning ❚ 381fort
Page 385 and 386: Human resource planning ❚ 383the
Page 387 and 388: Human resource planning ❚ 385It s
Page 389 and 390: Human resource planning ❚ 387Over
Page 391 and 392: 26Talent managementTalent managemen
Page 393 and 394: Talent management ❚ 391Attraction
Page 395 and 396: Talent management ❚ 393increasing
Page 397 and 398: Talent management ❚ 395Creating a
Page 399 and 400: Talent management ❚ 397as their a
Page 401 and 402: Talent management ❚ 399●●●
Page 403 and 404: Talent management ❚ 401GrowthProg
Page 405 and 406: Talent management ❚ 403This infor
Page 407 and 408: Talent management ❚ 405It is poss
Page 409 and 410: Talent management ❚ 407Formal car
Page 411 and 412: 27Recruitment and selectionTHE RECR
Page 413 and 414: Recruitment and selection ❚ 411
Page 415 and 416: Recruitment and selection ❚ 4135.
Page 417 and 418: Recruitment and selection ❚ 415ca
Page 419 and 420: Recruitment and selection ❚ 417ey
Page 421 and 422: Recruitment and selection ❚ 419
Page 423 and 424: Recruitment and selection ❚ 421on
Page 425 and 426: Recruitment and selection ❚ 423OU
Page 427 and 428: Recruitment and selection ❚ 425AP
Page 429 and 430: Recruitment and selection ❚ 427Ad
Page 431 and 432:
Recruitment and selection ❚ 429we
Page 433 and 434:
Recruitment and selection ❚ 431
Page 435 and 436:
Recruitment and selection ❚ 4331.
Page 437 and 438:
Recruitment and selection ❚ 435(r
Page 439 and 440:
Recruitment and selection ❚ 437st
Page 441 and 442:
440 ❚ People resourcingcandidate
Page 443 and 444:
442 ❚ People resourcingrequiremen
Page 445 and 446:
444 ❚ People resourcingidentify t
Page 447 and 448:
446 ❚ People resourcinggoes on in
Page 449 and 450:
448 ❚ People resourcingLISTENINGS
Page 451 and 452:
450 ❚ People resourcinginterview
Page 453 and 454:
452 ❚ People resourcingThe follow
Page 455 and 456:
454 ❚ People resourcingQuestions
Page 457 and 458:
456 ❚ People resourcingQuestions
Page 459 and 460:
458 ❚ People resourcingsaying. Wh
Page 461 and 462:
460 ❚ People resourcing●●make
Page 463 and 464:
462 ❚ People resourcingindividual
Page 465 and 466:
464 ❚ People resourcingand measur
Page 467 and 468:
466 ❚ People resourcingprocedure,
Page 469 and 470:
468 ❚ People resourcingCHOOSING T
Page 471 and 472:
30Introduction to the organizationI
Page 473 and 474:
Introduction to the organization
Page 475 and 476:
Page 477 and 478:
Page 479 and 480:
31Release from the organizationGENE
Page 481 and 482:
Release from the organization ❚ 4
Page 483 and 484:
Page 485 and 486:
Page 487 and 488:
Page 489 and 490:
Page 491 and 492:
Page 493 and 494:
32The basis of performancemanagemen
Page 495 and 496:
The basis of performance management
Page 497 and 498:
Page 499 and 500:
Page 501 and 502:
33The process of performancemanagem
Page 503 and 504:
The process of performance manageme
Page 505 and 506:
Page 507 and 508:
Page 509 and 510:
Page 511 and 512:
Page 513 and 514:
Page 515 and 516:
Page 517 and 518:
Page 519 and 520:
522 ❚ Performance managementManag
Page 521 and 522:
524 ❚ Performance management●be
Page 523 and 524:
526 ❚ Performance managementActio
Page 525 and 526:
528 ❚ Performance management●
Page 527 and 528:
Part VIIIHuman resourcedevelopmentH
Page 529 and 530:
534 ❚ Human resource developmentS
Page 531 and 532:
536 ❚ Human resource developmentS
Page 533 and 534:
36Organizational learning and thele
Page 535 and 536:
Organizational learning and the lea
Page 537 and 538:
Page 539 and 540:
Page 541 and 542:
Page 543 and 544:
550 ❚ Human resource developmentA
Page 545 and 546:
552 ❚ Human resource developmentL
Page 547 and 548:
Page 549 and 550:
556 ❚ Human resource developmentE
Page 551 and 552:
558 ❚ Human resource developmentT
Page 553 and 554:
560 ❚ Human resource developmentT
Page 555 and 556:
562 ❚ Human resource developmente
Page 557 and 558:
564 ❚ Human resource developmentI
Page 559 and 560:
Page 561 and 562:
568 ❚ Human resource development
Page 563 and 564:
570 ❚ Human resource developmentB
Page 565 and 566:
Page 567 and 568:
574 ❚ Human resource development5
Page 569 and 570:
576 ❚ Human resource developmente
Page 571 and 572:
578 ❚ Human resource developmenti
Page 573 and 574:
580 ❚ Human resource developmentw
Page 575 and 576:
582 ❚ Human resource developmentp
Page 577 and 578:
Page 579 and 580:
Page 581 and 582:
588 ❚ Human resource developmentD
Page 583 and 584:
Page 585 and 586:
Page 587 and 588:
594 ❚ Human resource developmentN
Page 589 and 590:
Page 591 and 592:
598 ❚ Human resource developmentF
Page 593 and 594:
Page 595 and 596:
602 ❚ Human resource developmentD
Page 597 and 598:
604 ❚ Human resource developmentw
Page 599 and 600:
Page 601 and 602:
608 ❚ Human resource developmentr
Page 603 and 604:
610 ❚ Human resource developmentI
Page 605 and 606:
612 ❚ Human resource developmentp
Page 607 and 608:
Page 609 and 610:
Page 611 and 612:
Page 613 and 614:
620 ❚ Human resource developmentt
Page 615 and 616:
42Reward managementThis chapter pro
Page 617 and 618:
Reward management ❚ 625The philos
Page 619 and 620:
Reward management ❚ 627Reward pol
Page 621 and 622:
Reward management ❚ 629Performanc
Page 623 and 624:
Reward management ❚ 631Base payTr
Page 625 and 626:
Reward management ❚ 633MODEL OF T
Page 627 and 628:
Reward management ❚ 635Elements o
Page 629 and 630:
Reward management ❚ 637Table 42.2
Page 631 and 632:
Reward management ❚ 639Payment-by
Page 633 and 634:
Reward management ❚ 641Table 42.3
Page 635 and 636:
644 ❚ Rewarding peopleprocesses t
Page 637 and 638:
646 ❚ Rewarding peopleWhat should
Page 639 and 640:
648 ❚ Rewarding peopleExamples of
Page 641 and 642:
650 ❚ Rewarding peopleReward phil
Page 643 and 644:
652 ❚ Rewarding people1. They hav
Page 645 and 646:
654 ❚ Rewarding peopleAs stated i
Page 647 and 648:
656 ❚ Rewarding peopleOther examp
Page 649 and 650:
44Job evaluationJob evaluation is o
Page 651 and 652:
Job evaluation ❚ 661elements are
Page 653 and 654:
Job evaluation ❚ 663‘matched’
Page 655 and 656:
Job evaluation ❚ 665receives one
Page 657 and 658:
Job evaluation ❚ 667A ‘propriet
Page 659 and 660:
Job evaluation ❚ 669Table 44.1Com
Page 661 and 662:
Job evaluation ❚ 671Making the ch
Page 663 and 664:
Job evaluation ❚ 673Design and pr
Page 665 and 666:
Job evaluation ❚ 675ActivityMonth
Page 667 and 668:
Job evaluation ❚ 677Step 4. Formu
Page 669 and 670:
Job evaluation ❚ 679weighting is
Page 671 and 672:
45Market rate analysisPURPOSETo ens
Page 673 and 674:
Market rate analysis ❚ 683●job
Page 675 and 676:
Market rate analysis ❚ 685to take
Page 677 and 678:
Market rate analysis ❚ 687Table 4
Page 679 and 680:
690 ❚ Rewarding peoplePAY STRUCTU
Page 681 and 682:
692 ❚ Rewarding people£Figure 46
Page 683 and 684:
694 ❚ Rewarding people£Figure 46
Page 685 and 686:
696 ❚ Rewarding peopleCareer fami
Page 687 and 688:
698 ❚ Rewarding peopleor start-up
Page 689 and 690:
700 ❚ Rewarding peopleTable 46.1c
Page 691 and 692:
702 ❚ Rewarding peoplewhen the di
Page 693 and 694:
704 ❚ Rewarding peoplePay range o
Page 695 and 696:
47Contingent payThis chapter starts
Page 697 and 698:
Contingent pay ❚ 709persists in t
Page 699 and 700:
Contingent pay ❚ 711●●●●
Page 701 and 702:
Contingent pay ❚ 713CRITERIA FOR
Page 703 and 704:
Contingent pay ❚ 715Basis of sche
Page 705 and 706:
Contingent pay ❚ 717The case for
Page 707 and 708:
Contingent pay ❚ 719ApplicationSk
Page 709 and 710:
Contingent pay ❚ 721The arguments
Page 711 and 712:
Contingent pay ❚ 723Table 47.1con
Page 713 and 714:
Contingent pay ❚ 725●●●●
Page 715 and 716:
Contingent pay ❚ 727Save-As-You-E
Page 717 and 718:
730 ❚ Rewarding peoplenormal bene
Page 719 and 720:
732 ❚ Rewarding peopleoutside the
Page 721 and 722:
734 ❚ Rewarding peopleDevelopment
Page 723 and 724:
49Managing reward systemsManaging r
Page 725 and 726:
Managing reward systems ❚ 739EVAL
Page 727 and 728:
Managing reward systems ❚ 741visi
Page 729 and 730:
Managing reward systems ❚ 743high
Page 731 and 732:
Managing reward systems ❚ 745REWA
Page 733 and 734:
Managing reward systems ❚ 747Devo
Page 735 and 736:
Managing reward systems ❚ 749What
Page 737 and 738:
752 ❚ Employee relationsmainly co
Page 739 and 740:
754 ❚ Employee relationsdescripti
Page 741 and 742:
756 ❚ Employee relationsis greate
Page 743 and 744:
758 ❚ Employee relationssome degr
Page 745 and 746:
760 ❚ Employee relationsEmployees
Page 747 and 748:
762 ❚ Employee relationsGuest not
Page 749 and 750:
764 ❚ Employee relationswere that
Page 751 and 752:
766 ❚ Employee relations‘Manage
Page 753 and 754:
768 ❚ Employee relationsThe Trade
Page 755 and 756:
770 ❚ Employee relationsInstituti
Page 757 and 758:
51Employee relations processesEmplo
Page 759 and 760:
Employee relations processes ❚ 77
Page 761 and 762:
Page 763 and 764:
Page 765 and 766:
Page 767 and 768:
Page 769 and 770:
Page 771 and 772:
Page 773 and 774:
Page 775 and 776:
Page 777 and 778:
Page 779 and 780:
52Negotiating and bargainingCollect
Page 781 and 782:
Negotiating and bargaining ❚ 797c
Page 783 and 784:
Negotiating and bargaining ❚ 799U
Page 785 and 786:
Negotiating and bargaining ❚ 801%
Page 787 and 788:
Negotiating and bargaining ❚ 803C
Page 789 and 790:
Negotiating and bargaining ❚ 805t
Page 791 and 792:
808 ❚ Employee relationsINVOLVEME
Page 793 and 794:
810 ❚ Employee relationsFACTORS A
Page 795 and 796:
812 ❚ Employee relationstrained,
Page 797 and 798:
814 ❚ Employee relationsSUGGESTIO
Page 799 and 800:
54CommunicationsOrganizations funct
Page 801 and 802:
Communications ❚ 819very much abo
Page 803 and 804:
Communications ❚ 821Communication
Page 805 and 806:
Communications ❚ 823BulletinsBull
Page 807 and 808:
Communications ❚ 825A team briefi
Page 809 and 810:
55Health and safetyHealth and safet
Page 811 and 812:
Health and safety ❚ 831the over-r
Page 813 and 814:
Health and safety ❚ 833for the he
Page 815 and 816:
Health and safety ❚ 835●●●W
Page 817 and 818:
Health and safety ❚ 837Procedures
Page 819 and 820:
Health and safety ❚ 839●●●
Page 821 and 822:
Health and safety ❚ 841ACCIDENT P
Page 823 and 824:
Health and safety ❚ 843informatio
Page 825 and 826:
56Welfare servicesWelfare services
Page 827 and 828:
Welfare services ❚ 847effect, pla
Page 829 and 830:
Welfare services ❚ 849part-time s
Page 831 and 832:
Welfare services ❚ 851GROUP WELFA
Page 833 and 834:
Welfare services ❚ 853discuss per
Page 835 and 836:
57Employment practicesEmployment pr
Page 837 and 838:
Employment practices ❚ 859●●
Page 839 and 840:
Employment practices ❚ 861The pol
Page 841 and 842:
Employment practices ❚ 863The Wor
Page 843 and 844:
Page 845 and 846:
Employment practices ❚ 867ETHNIC
Page 847 and 848:
Employment practices ❚ 8692. allo
Page 849 and 850:
Employment practices ❚ 871Solutio
Page 851 and 852:
Employment practices ❚ 873SUBSTAN
Page 853 and 854:
Employment practices ❚ 875unsuita
Page 855 and 856:
Page 857 and 858:
880 ❚ Employment and HRM services
Page 859 and 860:
Page 861 and 862:
Page 863 and 864:
Page 865 and 866:
Page 867 and 868:
Page 869 and 870:
Page 871 and 872:
Page 873 and 874:
Page 875 and 876:
Page 877 and 878:
Page 879 and 880:
Page 881 and 882:
Page 883 and 884:
Page 885 and 886:
908 ❚ AppendixHow to complete the
Page 887 and 888:
ReferencesACAS (1982) Developments
Page 889 and 890:
References ❚ 913Armstrong, M and
Page 891 and 892:
References ❚ 915Bessant, J, Caffy
Page 893 and 894:
References ❚ 917Brown, D (1998) P
Page 895 and 896:
References ❚ 919Chartered Institu
Page 897 and 898:
References ❚ 921Digman, L A (1990
Page 899 and 900:
References ❚ 923Fein, M (1970) Ap
Page 901 and 902:
References ❚ 925Gratton, L, Haile
Page 903 and 904:
References ❚ 927Hall, L and Torri
Page 905 and 906:
References ❚ 929Hoyle, E (1995)
Page 907 and 908:
References ❚ 931IRS Employment Tr
Page 909 and 910:
References ❚ 933Kessler, S and Un
Page 911 and 912:
References ❚ 935Littler, C and Sa
Page 913 and 914:
References ❚ 937Mayo, A and Lank,
Page 915 and 916:
References ❚ 939Nielsen, N H (200
Page 917 and 918:
References ❚ 941Porter, M (1980)
Page 919 and 920:
References ❚ 943Rodger, A (1952)
Page 921 and 922:
References ❚ 945Sims, R R (1994)
Page 923 and 924:
References ❚ 947Tannenbaum S I, B
Page 925 and 926:
References ❚ 949Walker, N (2004)
Page 927 and 928:
References ❚ 951Wright, D S and T
Page 929 and 930:
954 ❚ Subject indexattraction pol
Page 931 and 932:
956 ❚ Subject indexdefining techn
Page 933 and 934:
958 ❚ Subject indexunitary view 7
Page 935 and 936:
960 ❚ Subject indexgrade structur
Page 937 and 938:
962 ❚ Subject indexlinking HR wit
Page 939 and 940:
964 ❚ Subject indexinternational
Page 941 and 942:
966 ❚ Subject indexlearning needs
Page 943 and 944:
968 ❚ Subject indexinfluence of t
Page 945 and 946:
970 ❚ Subject indexand role analy
Page 947 and 948:
972 ❚ Subject indexreward systems
Page 949 and 950:
974 ❚ Subject indexstand-by allow
Page 951 and 952:
976 ❚ Subject indexvoice see empl
Page 953 and 954:
978 ❚ Author indexBradley, P 107-
Page 955 and 956:
980 ❚ Author indexLeventhal, S 22
Page 957:
982 ❚ Author indexUndy, R 215-16U
show all

HUMAN RESOURCE MANAGEMENT PRACTICE - Fichier PDF

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?