Human Resources Management Practices

 

Contents

Unit 1

  1. Introduction
  2. The essence of human resource management (HRM)
  3. KEY CONCEPTS AND TERMS
  4. LEARNING OUTCOMES
  5. Introduction – the HRM  concept
  6. The development of the HRM concept
  7. The conceptual framework of HRM
  8. HRM practice today
  9. Aim of this chapter
  10. The goals of HRM
  11. The  philosophy of human resource  management
  12. Underpinning theories of  HRM
  13. Commitment
  14. Motivation
  15. The resource-based view
  16. Organizational behaviour theory
  17. Contingency theory
  18. Institutional theory
  19. Human capital theory
  20. Resource dependence theory
  21. AMO theory
  22. Social exchange theory
  23. Transaction costs theory
  24. Agency theory
  25. Reservations about the original concept of  HRM
  26. Models of HRM
  27. The matching model of HRM
  28. The Harvard model of HRM
  29. Contextual model of HRM
  30. The 5-P model of HRM
  31. European model of HRM
  32. The hard and soft HRM models
  33. HRM today
  34. Questions

Unit 2

  1. Strategic HRM
  2. LEARNING OUTCOMES
  3. Introduction
  4. The conceptual basis of strategic  HRM
  5. Strategic management
  6. The concept of strategy
  7. Implementation of strategy
  8. Critical evaluation of the concept of strategy
  9. The nature of strategic  HRM
  10. Aims of SHRM
  11. Critical evaluation of the concept of  SHRM
  12. Diversity of strategic processes, levels and styles
  13. The complexity of the strategy formulation process
  14. The evolutionary nature of business strategy
  15. The absence of articulated business strategies
  16. The qualitative nature of HR issues
  17. Integration with what?
  18. Conclusions
  19. The  resource-based view  of SHRM
  20. Critical evaluation of the resource-based view
  21. Strategic fit
  22. Perspectives on SHRM
  23. The best practice model
  24. The best fit model
  25. The life cycle model
  26. Best fit and competitive strategies
  27. Strategic configuration
  28. Critical evaluation of the best practice and best fit  models
  29. The best practice model
  30. The best fit model
  31. Conclusions
  32. Bundling
  33. Critical evaluation of bundling
  34. HR strategies
  35. General HR strategies
  36. High-performance management
  37. High-commitment management
  38. High-involvement management
  39. Specific HR strategies
  40. The Children’s Society
  41. Criteria for an effective HR strategy
  42. Formulating HR strategy
  43. Implementing HR strategy
  44. Key learning points: Strategic HRM
  45. Questions

Unit 3

  1. Delivering HRM – systems and roles
  2. LEARNING OUTCOMES
  3. Introduction
  4. HR architecture
  5. The HR system
  6. The HR function delivery  model
  7. The role and organization of the HR   function
  8. HR activities
  9. The organization of the HR function
  10. The three-legged stool model
  11. Critical evaluation of the three-legged stool model
  12. Dealing with the issues
  13. Evaluating  the HR function
  14. CASE STUDIES ON THE ORGANIZATION OF THE HR FUNCTION
  15. Business partners
  16. Solutions consultants
  17. Project staff
  18. The HR shared services model at PricewaterhouseCoopers (PwC)
  19. Reorganizing HR in the Greater Manchester Fire Service
  20. The roles of HR  professionals
  21. The general role
  22. The service delivery role
  23. The strategic role
  24. Strategic level roles
  25. The strategic contribution of HR advisers or  assistants
  26. The business partner role
  27. Critical evaluation of the business partner concept
  28. The innovation role
  29. The change agent role
  30. Carrying out the role  of the HR  professional
  31. The values of HR
  32. Ambiguities in the role of HR practitioners
  33. The status of HR
  34. What it means to be an HR  professional
  35. HR competencies
  36. HR behaviours
  37. The HR role of line   managers
  38. Questions

Unit 4

  1. HRM and performance
  2. LEARNING OUTCOMES
  3. Introduction
  4. The impact of HR
  5. How HRM  makes an impact
  6. Uncertainties about the link between HRM and performance
  7. Causal ambiguity
  8. Contingency factors
  9. The black box phenomenon
  10. Explanations of how HRM makes an impact
  11. Developing  a  high-performance culture
  12. High-performance  work systems
  13. Critical evaluation of the high-performance work system approach
  14. Performance  management
  15. The contribution of HR
  16. Questions

Unit 5

  1. Human capital management
  2. LEARNING OUTCOMES
  3. Introduction
  4. The  nature  of human capital management
  5. The concept of human  capital
  6. Human capital defined
  7. The  constituents of human capital
  8. Intellectual capital
  9. Social capital
  10. Organizational capital
  11. Approaches to people  management raised by human capital  theory
  12. Human  capital measurement
  13. The need for human capital measurement
  14. Approaches to measurement
  15. The human capital index – Watson Wyatt
  16. The organizational performance model – Mercer HR Consulting
  17. The human capital monitor – Andrew Mayo
  18. Measurement data
  19. Human  capital reporting
  20. Internal reporting
  21. External reporting
  22. Nationwide Building Society
  23. Standard Chartered Bank
  24. Characteristics of human capital
  25. Constituents of human capital
  26. Significance of human capital
  27. Importance of human capital measurement
  28. Reasons for interest in human capital measurement
  29. Approaches to measurement
  30. Measurement elements
  31. Factors affecting choice of measurement
  32. Questions

Unit 6

  1. Knowledge management
  2. LEARNING OUTCOMES
  3. Introduction
  4. The concept of  knowledge
  5. Explicit and tacit knowledge
  6. Data, information and knowledge
  7. Knowledge  management defined
  8. Knowledge  management strategies
  9. The personalization strategy
  10. Knowledge  management issues
  11. The pace of change
  12. Relating knowledge management strategy to business strategy
  13. Technology and people
  14. The significance of process
  15. Knowledge workers
  16. The contribution of HR to knowledge   management
  17. Key learning points: Knowledge management
  18. Questions

Unit 7

  1. Competency-based HRM
  2. LEARNING OUTCOMES
  3. Introduction
  4. Competency defined
  5. Behavioural competencies
  6. Technical competencies
  7. NVQ/SNVQ competences
  8. Competency frameworks
  9. Using competencies
  10. The ‘menu’ approach
  11. Role-specific competencies
  12. Graded competencies
  13. Applications  of  competency-based HRM
  14. Recruitment and selection
  15. Learning and development
  16. Performance management
  17. Reward management
  18. Keys to success in using competencies
  19. Key learning points: Competency-based HRM
  20. Competency defined
  21. The contents of competency frameworks (the 10 most popular  headings)
  22. Uses of competencies (2006/7)
  23. How to develop a competency framework
  24. Keys to success in using competencies
  25. Competencies and emotional intelligence
  26. Questions

Unit 8

  1. The ethical dimension of HRM
  2. LEARNING OUTCOMES
  3. Introduction
  4. The meaning and concerns of  ethics
  5. The nature of ethical decisions and  judgments
  6. Ethical frameworks
  7. Deontological theory
  8. Utilitarianism
  9. Stakeholder theory
  10. Discourse ethics
  11. Equity theory
  12. Justice
  13. Procedural justice
  14. Distributive justice
  15. Social justice
  16. Natural justice
  17. HRM  ethical guidelines
  18. General guidelines
  19. Organization development (OD)
  20. Recruitment and selection
  21. Learning and development
  22. Performance management
  23. Reward management
  24. Employee relations
  25. Employment practices
  26. Ethical dilemmas
  27. Resolving ethical dilemmas
  28. The ethical role of HR
  29. Questions

Unit 9

  1. Corporate social responsibility
  2. LEARNING OUTCOMES
  3. Introduction
  4. Corporate  social responsibility defined
  5. Strategic  CSR defined
  6. CSR activities
  7. The rationale for  CSR
  8. The opposing view
  9. Benefits of CSR
  10. The basis for developing a CSR  strategy
  11. Developing and implementing a CSR strategy
  12. Questions

 

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