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676 ❚ Rewarding people1 Decide to developscheme4 Formulatecommunicationstrategy3 Select, brief andtrain design team2 Prepare projectprogramme5 Identify and definefactors6 Define factor levelsto produce basicunscored andunweighted factorplan7 Select and analysetest jobs8 Test basic factorplanAmend initial factorplan as necessaryCommunicateas requiredthroughoutproject10 Decide onweighting9 Develop scoringmodel11 Produce full factorplan12 Test the full factorplanAmend full factor planas necessary13 Computerise asrequired14 Test computerisedsystemAmend computerisedsystem as required15 Apply scheme tobenchmark jobsFigure 44.3Design sequence
Job evaluation ❚ 677Step 4. Formulate communication strategyIt is essential to have a communication strategy. The introduction of a new job evaluationwill always create expectations. Some people think that they will inevitablybenefit from pay increases, others believe that they are sure to lose money. It has to beexplained carefully, and repeatedly, that no one should expect to get more and that noone will lose. The strategy should include a preliminary communication setting outwhat is proposed and why, and how people will be affected. Progress reports shouldbe made at milestones throughout the programme, for example when the factor planhas been devised. A final communication should describe the new grade and paystructure and spell out exactly what is to happen to people when the structure isintroduced.Step 5. Identify and define factorsJob evaluation factors are the characteristics or key elements of jobs that are used toanalyse and evaluate jobs in an analytical job evaluation scheme. The factors must becapable of identifying relevant and important differences between jobs that willsupport the creation of a rank order of jobs to be covered by the scheme. They shouldapply equally well to different types of work, including specialists and generalists,lower-level and higher-level jobs, and not be biased in favour of one sex or group.Although many of the job evaluation factors used across organizations capturesimilar job elements (this is an area where there are some enduring truths), the task ofidentifying and agreeing factors can be challenging.The e-reward survey (2003) established that the eight most frequently used factorsby the respondents with analytical schemes were:1. Knowledge and skill.2. Communications and contacts.3. Judgement and decision-making.4. Impact.5. People management.6. Freedom to act.7. Working environment.8. Responsibility for financial resources.Step 6. Define factor levels to produce the basic factor planThe factor plan is the key job evaluation document. It guides evaluators on makingdecisions about the levels of demand. The basic factor plan defines the levels within
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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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Human resource planning ❚ 375●
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Human resource planning ❚ 377empl
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Human resource planning ❚ 379Half
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Human resource planning ❚ 381fort
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Human resource planning ❚ 383the
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Human resource planning ❚ 385It s
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Human resource planning ❚ 387Over
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26Talent managementTalent managemen
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Talent management ❚ 391Attraction
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Talent management ❚ 393increasing
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Talent management ❚ 395Creating a
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Talent management ❚ 397as their a
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Talent management ❚ 399●●●
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Talent management ❚ 401GrowthProg
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Talent management ❚ 403This infor
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Talent management ❚ 405It is poss
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Talent management ❚ 407Formal car
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27Recruitment and selectionTHE RECR
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Recruitment and selection ❚ 411
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Recruitment and selection ❚ 4135.
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Recruitment and selection ❚ 415ca
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Recruitment and selection ❚ 417ey
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Recruitment and selection ❚ 421on
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Recruitment and selection ❚ 423OU
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Recruitment and selection ❚ 425AP
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Recruitment and selection ❚ 427Ad
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Recruitment and selection ❚ 429we
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Recruitment and selection ❚ 4331.
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Recruitment and selection ❚ 435(r
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Recruitment and selection ❚ 437st
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440 ❚ People resourcingcandidate
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442 ❚ People resourcingrequiremen
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444 ❚ People resourcingidentify t
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446 ❚ People resourcinggoes on in
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448 ❚ People resourcingLISTENINGS
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450 ❚ People resourcinginterview
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452 ❚ People resourcingThe follow
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454 ❚ People resourcingQuestions
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456 ❚ People resourcingQuestions
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458 ❚ People resourcingsaying. Wh
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460 ❚ People resourcing●●make
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462 ❚ People resourcingindividual
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464 ❚ People resourcingand measur
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466 ❚ People resourcingprocedure,
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468 ❚ People resourcingCHOOSING T
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30Introduction to the organizationI
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Introduction to the organization
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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
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
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Page 631 and 632: Reward management ❚ 639Payment-by
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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
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Page 669 and 670: Job evaluation ❚ 679weighting is
Page 671 and 672: 45Market rate analysisPURPOSETo ens
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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
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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
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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,
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
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