Managing People Globally

Dedication List of figures and tables Acknowledgements Abbreviations About the authors Chapter 1: Introduction: HRM context, development and scope 1.1 Introduction 1.2 Chapter features and the wider relevance of HRM 1.3 What is HRM? 1.4 Rhetoric and reality in HRM 1.5 Tensions in HRM 1.6 A strategic role? 1.7 The context of HRM 1.8 Scope 1.9 Conclusion Chapter 2: Employee resourcing 2.1 Introduction 2.2 Overview 2.3 HRP 2.4 Activities in HRP 2.5 Methods and data in HRP 2.6 Impacts on HRP 2.7 HRP in practice 2.8 Recruitment and selection 2.9 Stages 2.10 Sources and methods of recruitment and selection 2.11 Selection 2.12 Methods 2.13 Recruitment and selection in practice 2.14 Conclusion Chapter 3: Employee rewards 3.1 Introduction 3.2 Overview 3.3 Rewards and integration 3.4 Types of reward 3.5 Determinants 3.6 Performance-related rewards 3.7 PRP schemes 3.8 Difficulties with PRP 3.9 Rewards in practice 3.10 Conclusion Chapter 4: Employee development 4.1 Introduction 4.2 Overview 4.3 Training 4.4 Management development 4.5 Factors shaping provision and effectiveness 4.6 Determining and locating training 4.7 Evaluation 4.8 Training in practice 4.9 International comparisons in training 4.10 Variety in training provision 4.11 Performance appraisal 4.12 Methods and techniques 4.12.4 Ranking 4.13 Potential problems with performance appraisal 4.14 International comparisons in performance appraisal 4.15 Conclusion Chapter 5: Employee relations 5.1 Introduction 5.2 Overview 5.3 Employee relations 5.4 Concept of a ‘system’ 5.5 Strategic choice 5.6 Frames of reference 5.7 Individualism versus collectivism 5.8 Partnership 5.9 The future of employee relations 5.10 Employee involvement 5.11 Forms of employee involvement 5.12 Conclusion Chapter 6: Conclusion 6.1 Introduction 6.2 Key points 6.3 Comparisons 6.4 The future of HRM 6.5 Conclusion Contemporary developments Managing people – as seen in art and culture Case studies Index