A Handbook of Human Resource Practice
Contents (957 pages)
MANAGING PEOPLE
Human resource management
Human capital management
Role of the HR function
The role of the HR practitioner
Role of the front-line manager
International HRM
HUMAN RESOURCE MANAGEMENT PROCESSES
Strategic HRM
HR strategies
Developing and implementing HR strategies
HRM policies
Competency-based HRM
Knowledge management
Analyzing roles, competencies, and skills
WORK AND EMPLOYMENT
The nature of work
The employment relationship
The psychological contract
ORGANIZATIONAL BEHAVIOUR
Characteristics of people
Motivation
Organizational commitment and engagement
How organizations function
Organizational culture
ORGANIZATION, DESIGN, AND DEVELOPMENT
Organization design
Job design and role development
Organizational development, change, and transformation
PEOPLE RESOURCING
Human resource planning
Talent management
Recruitment and selection
Selection interviewing
Selection tests
Introduction to the organization
Release from the organization
PERFORMANCE MANAGEMENT
The basis of performance management
The process of performance management
360-degree feedback
HUMAN RESOURCE DEVELOPMENT
Strategic human resource development
Organizational learning and the learning organization
How people learn
Learning and development
E-learning
Management development
Formulating and implementing learning and development strategies
REWARDING PEOPLE
Reward management
Strategic reward
Job evaluation
Market rate analysis
Grade and pay structures
Contingent pay
Employee benefits, pensions, and allowances
Managing reward systems
EMPLOYEE RELATIONS
The framework of employee relations
Employee relations processes
Negotiating and bargaining
Employee voice
Communications
HEALTH, SAFETY, AND WELFARE
Health and safety
Welfare services
EMPLOYMENT AND HRM SERVICES
Employment practices
HRM procedures
Computerized human resource information systems
