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426 ❚ People resourcingAPPLICATION FORMSurname:First name:Address:Tel: (home) Tel: (work) e-mail (personal)Position applied for:EducationDates Name of Main subjects taken QualificationsFrom Tosecondaryschool, college oruniversitySpecialized training receivedOther qualifications and skills (including languages, keyboard skills, current driving licence etcEmployment history(give details of all positions held since completing full-time education, start with your present or most recentposition and work back)Dates Name of Position and Starting ReasonsFrom Tobusiness includingany service in thearmed forcesemployer, address summary of main and leaving rate for leaving orand nature of duties of pay wanting to leaveFigure 27.2Example of an application form (compressed)
Recruitment and selection ❚ 427Add any comments you wish to make to support your applicationI confirm that the information given on this application form is correctSignature ofapplicant ....................................................................................... Date ...............................................Figure 27.2continuedCV, where it is quite clear that an applicant meets or does not meet the specification,rather than ask for a form. It is generally advisable for more senior jobs toask for a CV.4. Compare the applications with the key criteria in the job specification and sortthem initially into three categories: possible, marginal and unsuitable.5. Scrutinize the possibles again to draw up a short list for interview. Thisscrutiny could be carried out by the personnel or employment specialist and,preferably, the manager. The numbers on the short list should ideally be betweenfour and eight. Fewer than four leaves relatively little choice (although such alimitation may be forced on you if an insufficient number of good applicationshave been received). More than eight will mean that too much time is spent oninterviewing and there is a danger of diminishing returns setting in.6. Draw up an interviewing programme. The time you should allow for the interviewwill vary according to the complexity of the job. For a fairly routine job, 30minutes or so should suffice. For a more senior job, 60 minutes or more isrequired. It is best not to schedule too many interviews in a day – if you try tocarry out more than five or six exacting interviews you will quickly run out ofsteam and do neither the interviewee nor your company any justice. It is advisableto leave about 15 minutes between interviews to write up notes and preparefor the next one.7. Invite the candidates to interview, using a standard letter where large numbersare involved. At this stage, candidates should be asked to complete an
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A Handbook ofHUMANRESOURCEMANAGEMEN
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ContentsList of figuresList of tabl
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Contents ❚ vii9 Developing and im
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Contents ❚ ix20 How organizations
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Contents ❚ xi31 Release from the
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Contents ❚ xv53 Employee voice 80
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List of figures0.1 Route map xxvi0.
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List of figures ❚ xix43.6 Integra
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xxii ❚ List of tables42.1 Economi
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PrefaceThis tenth edition of A Hand
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Part IManaging peopleThis part unde
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1Human resource managementThe terms
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Human resource management ❚ 5Huma
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Human resource management ❚ 9Huma
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12 ❚ Managing peoplemanaging huma
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14 ❚ Managing peoplethe HRM syste
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16 ❚ Managing peopleGuest (1991)
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18 ❚ Managing peopleContradiction
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20 ❚ Managing peopleThe differenc
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22 ❚ Managing peopleTable 1.2cont
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Human resource management ❚ 251.
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Human resource management ❚ 27●
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30 ❚ Managing peopleThe Accountin
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32 ❚ Managing peopleHowever, rese
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34 ❚ Managing peopleThe choices t
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36 ❚ Managing peoplepractice; it
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38 ❚ Managing peoplethe firm crea
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40 ❚ Managing peopleThe organizat
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42 ❚ Managing peopleNationwide to
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44 ❚ Managing peoplepredominantly
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46 ❚ Managing peopleIn more detai
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48 ❚ Managing peoplemanaged, but
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50 ❚ Managing people●●set out
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3Role of the HR functionHR function
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Role of the HR function ❚ 55facil
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Role of the HR function ❚ 57pract
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Role of the HR function ❚ 59which
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Role of the HR function ❚ 61stand
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Role of the HR function ❚ 63monit
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Role of the HR function ❚ 651. De
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Role of the HR function ❚ 67●
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Role of the HR function ❚ 69The m
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72 ❚ Managing peoplequalified, ar
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74 ❚ Managing peopleThe innovatio
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76 ❚ Managing peopleprocedures ar
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78 ❚ Managing people4. Innovative
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80 ❚ Managing people●●●●
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84 ❚ Managing peopleETHICAL CONSI
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86 ❚ Managing peoplecompetence re
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88 ❚ Managing peopleClassical per
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90 ❚ Managing peopleTable 4.1Comp
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92 ❚ Managing people●●●(whe
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96 ❚ Managing peopleaspects like
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98 ❚ Managing peopleto carry out
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100 ❚ Managing peoplethe need to
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102 ❚ Managing peopleHowever, Bre
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104 ❚ Managing peopleweights betw
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106 ❚ Managing peopleRole specifi
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108 ❚ Managing peoplefactors. The
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Part IIHuman resourcemanagement pro
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114 ❚ HRM processesorganization
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116 ❚ HRM processes1. the use of
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118 ❚ HRM processesand HR policie
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120 ❚ HRM processes●●●●th
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8HR strategiesStrategic HRM leads t
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HR strategies ❚ 125the organizati
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HR strategies ❚ 127●●●●
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HR strategies ❚ 129CRITERIA FOR A
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132 ❚ HRM processesPROPOSITIONS A
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134 ❚ HRM processesprocess of dev
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136 ❚ HRM processesTable 9.1Linki
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138 ❚ HRM processeswhich focuses
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140 ❚ HRM processesmutually reinf
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142 ❚ HRM processesAnalysis:● W
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144 ❚ HRM processesOne principal
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10HRM policiesWHAT HUMAN RESOURCE P
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HRM policies ❚ 149they could dist
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HRM policies ❚ 151Managing divers
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HRM policies ❚ 153Involvement and
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HRM policies ❚ 155Substance abuse
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HRM policies ❚ 1579. Consult, dis
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160 ❚ HRM processes●●●●
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162 ❚ HRM processesTable 11.1Inci
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164 ❚ HRM processesCOVERAGE OF CO
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166 ❚ HRM processesemployee’s d
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168 ❚ HRM processesbehaviour. Thi
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170 ❚ HRM processes●●●●
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12Knowledge managementKnowledge man
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Knowledge management ❚ 175THE CON
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Knowledge management ❚ 177various
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Knowledge management ❚ 179The pac
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Knowledge management ❚ 1813. Advi
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Knowledge management ❚ 183Resourc
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Knowledge management ❚ 185Organiz
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13Analysing roles, competenciesand
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Analysing roles, competencies and s
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14The nature of workIn this chapter
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The nature of work ❚ 207mechanism
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The nature of work ❚ 2091998b), f
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The nature of work ❚ 211(working
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The nature of work ❚ 213Table 14.
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216 ❚ Work and employmentParties
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218 ❚ Work and employmentSIGNIFIC
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220 ❚ Work and employment●●
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222 ❚ Work and employmentClearly,
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16The psychological contractThe emp
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The psychological contract ❚ 227o
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The psychological contract ❚ 229a
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The psychological contract ❚ 231T
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The psychological contract ❚ 233H
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The psychological contract ❚ 235r
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Part IVOrganizationalbehaviourPeopl
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17Characteristics of peopleTo manag
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Characteristics of people ❚ 241In
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Characteristics of people ❚ 243On
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Characteristics of people ❚ 245de
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Characteristics of people ❚ 247RO
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Characteristics of people ❚ 249
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252 ❚ Organizational behaviourUnf
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254 ❚ Organizational behaviourThe
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256 ❚ Organizational behaviourTab
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258 ❚ Organizational behaviour2.
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260 ❚ Organizational behaviourmor
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262 ❚ Organizational behaviourAs
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264 ❚ Organizational behaviourJOB
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266 ❚ Organizational behaviourtha
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268 ❚ Organizational behaviourare
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19Organizational commitment andenga
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Organizational commitment and engag
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20How organizations functionBASIC C
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How organizations function ❚ 285
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How organizations function ❚ 287M
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How organizations function ❚ 289O
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How organizations function ❚ 291T
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How organizations function ❚ 293I
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How organizations function ❚ 295G
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How organizations function ❚ 297
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How organizations function ❚ 299A
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How organizations function ❚ 301C
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304 ❚ Organizational behaviourThe
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306 ❚ Organizational behaviourpar
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308 ❚ Organizational behaviourthe
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310 ❚ Organizational behaviourHar
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312 ❚ Organizational behaviourOrg
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314 ❚ Organizational behaviourgoo
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316 ❚ Organizational behaviourtha
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22Organization designThe management
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Organization design ❚ 321●●
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Organization design ❚ 323consider
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Organization design ❚ 325new acti
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328 ❚ Organization, design and de
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24Organizational development,change
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Organizational development, change
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360 ❚ People resourcingcharacteri
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25Human resource planningDefinition
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Human resource planning ❚ 365func
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Human resource planning ❚ 367(199
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Human resource planning ❚ 369circ
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Human resource planning ❚ 371Obje
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Human resource planning ❚ 373what
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Page 391 and 392: 26Talent managementTalent managemen
Page 393 and 394: Talent management ❚ 391Attraction
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Page 397 and 398: Talent management ❚ 395Creating a
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Page 401 and 402: Talent management ❚ 399●●●
Page 403 and 404: Talent management ❚ 401GrowthProg
Page 405 and 406: Talent management ❚ 403This infor
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Page 409 and 410: Talent management ❚ 407Formal car
Page 411 and 412: 27Recruitment and selectionTHE RECR
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Page 437 and 438: Recruitment and selection ❚ 435(r
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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
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Page 465 and 466: 464 ❚ People resourcingand measur
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Page 469 and 470: 468 ❚ People resourcingCHOOSING T
Page 471 and 472: 30Introduction to the organizationI
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31Release from the organizationGENE
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Release from the organization ❚ 4
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32The basis of performancemanagemen
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The basis of performance management
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33The process of performancemanagem
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The process of performance manageme
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522 ❚ Performance managementManag
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524 ❚ Performance management●be
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526 ❚ Performance managementActio
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528 ❚ Performance management●
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Part VIIIHuman resourcedevelopmentH
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534 ❚ Human resource developmentS
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536 ❚ Human resource developmentS
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36Organizational learning and thele
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Organizational learning and the lea
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550 ❚ Human resource developmentA
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552 ❚ Human resource developmentL
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556 ❚ Human resource developmentE
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558 ❚ Human resource developmentT
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560 ❚ Human resource developmentT
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562 ❚ Human resource developmente
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564 ❚ Human resource developmentI
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568 ❚ Human resource development
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570 ❚ Human resource developmentB
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574 ❚ Human resource development5
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576 ❚ Human resource developmente
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578 ❚ Human resource developmenti
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580 ❚ Human resource developmentw
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582 ❚ Human resource developmentp
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588 ❚ Human resource developmentD
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594 ❚ Human resource developmentN
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598 ❚ Human resource developmentF
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602 ❚ Human resource developmentD
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604 ❚ Human resource developmentw
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608 ❚ Human resource developmentr
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610 ❚ Human resource developmentI
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612 ❚ Human resource developmentp
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620 ❚ Human resource developmentt
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42Reward managementThis chapter pro
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Reward management ❚ 625The philos
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Reward management ❚ 627Reward pol
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Reward management ❚ 629Performanc
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Reward management ❚ 631Base payTr
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Reward management ❚ 633MODEL OF T
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Reward management ❚ 635Elements o
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Reward management ❚ 637Table 42.2
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Reward management ❚ 639Payment-by
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Reward management ❚ 641Table 42.3
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644 ❚ Rewarding peopleprocesses t
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646 ❚ Rewarding peopleWhat should
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648 ❚ Rewarding peopleExamples of
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650 ❚ Rewarding peopleReward phil
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652 ❚ Rewarding people1. They hav
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654 ❚ Rewarding peopleAs stated i
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656 ❚ Rewarding peopleOther examp
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44Job evaluationJob evaluation is o
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Job evaluation ❚ 661elements are
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Job evaluation ❚ 663‘matched’
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Job evaluation ❚ 665receives one
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Job evaluation ❚ 667A ‘propriet
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Job evaluation ❚ 669Table 44.1Com
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Job evaluation ❚ 671Making the ch
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Job evaluation ❚ 673Design and pr
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Job evaluation ❚ 675ActivityMonth
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Job evaluation ❚ 677Step 4. Formu
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Job evaluation ❚ 679weighting is
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45Market rate analysisPURPOSETo ens
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Market rate analysis ❚ 683●job
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Market rate analysis ❚ 685to take
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Market rate analysis ❚ 687Table 4
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690 ❚ Rewarding peoplePAY STRUCTU
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692 ❚ Rewarding people£Figure 46
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694 ❚ Rewarding people£Figure 46
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696 ❚ Rewarding peopleCareer fami
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698 ❚ Rewarding peopleor start-up
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700 ❚ Rewarding peopleTable 46.1c
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702 ❚ Rewarding peoplewhen the di
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704 ❚ Rewarding peoplePay range o
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47Contingent payThis chapter starts
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Contingent pay ❚ 709persists in t
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Contingent pay ❚ 711●●●●
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Contingent pay ❚ 713CRITERIA FOR
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Contingent pay ❚ 715Basis of sche
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Contingent pay ❚ 717The case for
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Contingent pay ❚ 719ApplicationSk
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Contingent pay ❚ 721The arguments
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Contingent pay ❚ 723Table 47.1con
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Contingent pay ❚ 725●●●●
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Contingent pay ❚ 727Save-As-You-E
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730 ❚ Rewarding peoplenormal bene
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732 ❚ Rewarding peopleoutside the
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734 ❚ Rewarding peopleDevelopment
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49Managing reward systemsManaging r
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Managing reward systems ❚ 739EVAL
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Managing reward systems ❚ 741visi
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Managing reward systems ❚ 743high
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Managing reward systems ❚ 745REWA
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Managing reward systems ❚ 747Devo
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Managing reward systems ❚ 749What
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752 ❚ Employee relationsmainly co
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754 ❚ Employee relationsdescripti
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756 ❚ Employee relationsis greate
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758 ❚ Employee relationssome degr
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760 ❚ Employee relationsEmployees
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762 ❚ Employee relationsGuest not
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764 ❚ Employee relationswere that
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766 ❚ Employee relations‘Manage
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768 ❚ Employee relationsThe Trade
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770 ❚ Employee relationsInstituti
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51Employee relations processesEmplo
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Employee relations processes ❚ 77
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52Negotiating and bargainingCollect
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Negotiating and bargaining ❚ 797c
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Negotiating and bargaining ❚ 799U
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Negotiating and bargaining ❚ 801%
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Negotiating and bargaining ❚ 803C
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Negotiating and bargaining ❚ 805t
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808 ❚ Employee relationsINVOLVEME
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810 ❚ Employee relationsFACTORS A
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812 ❚ Employee relationstrained,
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814 ❚ Employee relationsSUGGESTIO
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54CommunicationsOrganizations funct
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Communications ❚ 819very much abo
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Communications ❚ 821Communication
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Communications ❚ 823BulletinsBull
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Communications ❚ 825A team briefi
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55Health and safetyHealth and safet
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Health and safety ❚ 831the over-r
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Health and safety ❚ 833for the he
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Health and safety ❚ 835●●●W
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Health and safety ❚ 837Procedures
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Health and safety ❚ 839●●●
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Health and safety ❚ 841ACCIDENT P
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Health and safety ❚ 843informatio
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56Welfare servicesWelfare services
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Welfare services ❚ 847effect, pla
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Welfare services ❚ 849part-time s
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Welfare services ❚ 851GROUP WELFA
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Welfare services ❚ 853discuss per
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57Employment practicesEmployment pr
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Employment practices ❚ 859●●
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Employment practices ❚ 861The pol
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Employment practices ❚ 863The Wor
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Employment practices ❚ 867ETHNIC
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Employment practices ❚ 8692. allo
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Employment practices ❚ 871Solutio
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Employment practices ❚ 873SUBSTAN
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Employment practices ❚ 875unsuita
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880 ❚ Employment and HRM services
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908 ❚ AppendixHow to complete the
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ReferencesACAS (1982) Developments
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References ❚ 913Armstrong, M and
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References ❚ 915Bessant, J, Caffy
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References ❚ 917Brown, D (1998) P
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References ❚ 919Chartered Institu
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References ❚ 921Digman, L A (1990
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References ❚ 923Fein, M (1970) Ap
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References ❚ 925Gratton, L, Haile
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References ❚ 927Hall, L and Torri
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References ❚ 929Hoyle, E (1995)
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References ❚ 931IRS Employment Tr
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References ❚ 933Kessler, S and Un
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References ❚ 935Littler, C and Sa
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References ❚ 937Mayo, A and Lank,
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References ❚ 939Nielsen, N H (200
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References ❚ 941Porter, M (1980)
Page 919 and 920:
References ❚ 943Rodger, A (1952)
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References ❚ 945Sims, R R (1994)
Page 923 and 924:
References ❚ 947Tannenbaum S I, B
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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
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