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876 ❚ Employment and HRM servicesASDA ‘colleagues’ include childcare leave, shift-swapping and study leave.However, as IRS points out, there is more to work-life balance than flexibleworking: ‘Creating an environment in which staff who opt to work flexibly and thosewho raise work-life issues will require a cultural shift in many organizations, backedby senior level support.’Kodz et al (2002) quote figures from an IES survey that showed the followingproportion of employees offering some form of flexibility:●●●●●●●●●●●●●Part-time working – 76 per cent.Care leave – 55 per cent.Varying hours – 38 per cent.Compassionate leave – 38 per cent.Career breaks – 27 per cent.Workplace counselling or stress management – 26 per cent.Working from home – 22 per cent.Flexitime – 11 per cent.Term-time working – 6 per cent.Help with child care in school holidays – 6 per cent.Job sharing – 5 per cent.Reduced hours – 4 per cent.Crèche – 1 per cent.The respondents to the survey indicated that the successful implementation of worklifebalance practices required a change in culture and attitudes within the organization.Also, line managers have a key role.The Work Foundation (2003b) survey of work-life balance established that the mostcommon work-life balance measures taken by employers were the provision of parttimeworking (90 per cent), family/emergency leave (85 per cent) and general unpaidleave (78 per cent). Formal policies are most likely to be found in public and voluntarysector organizations (35 per cent) and least likely to be found in manufacturing(14 per cent). Management resistance is the most common difficulty met in introducingwork-life balance policies.But the work-life balance survey conducted by the DTI in 2003 found that therewas a high level of support amongst employers (65 per cent). But 65 per centalso said that it was not easy. A large proportion of employers (74 per cent)believed that people who work flexibly are just as likely to be promoted as those thatdo not.The DTI survey established that the benefits claimed for introducing work-lifebalance policies were:
Employment practices ❚ 877●●●●●improved productivity and quality of work;improved commitment and morale;reduced staff turnover;reduced casual absence;improved utilization of new recruits.Work-life balance policies can lower absence and help to tackle the low morale andhigh degrees of stress that can lead to retention problems as employees tire ofjuggling work and life responsibilities. The research conducted by the Institute ofEmployment Studies (Kodz et al, 2002) identified employees who were staying longerwith their firms because of access to flexible working arrangements.
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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
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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
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: Employment practices ❚ 865●●
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: Employment practices ❚ 875unsuita
Page 857 and 858: 880 ❚ Employment and HRM services
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)
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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)
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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