Human Resource Management : Strategy and Practice

Prelims 4 Half Title 2 Title 4 Imprint 5 Brief Contents 6 Contents 7 Guide to the text 13 Guide to the online resources 18 Preface and ahri endorsement 20 About the authors, contributors and acknowledgements 23 Part 1: HRM in context 26 Chapter 1: Evolution of strategic human resource management 27 Introduction 28 Development and concepts of SHRM 31 SHRM, business strategies, perspectives and models 38 Strategic international human resource management 46 Critics of SHRM 49 SHRM: roles, functions and ethical principles 52 SHRM – our model and this text 63 Summary 66 Key terms 66 Emerging ISSUES 66 Ethical challenge 67 Case study 1.1 69 Endnotes 70 Chapter 2: The context of strategic human resource management 72 Introduction 73 The global economic context 74 The Australian economy 78 Summary 98 Key terms 98 Emerging issues 98 Ethical challenge 99 Case study 2.1 99 Endnotes 100 Chapter 3: Industrial relations: frameworks and practice 103 Introduction 104 Industrial relations and SHRM 106 The industrial relations framework in Australia 107 The state industrial relations systems 128 Associated legislation 129 The Fair Work Act 2009: implications 131 Summary 140 Key terms 140 Emerging issues 140 Ethical challenge 141 Case study 3.1 141 Endnotes 143 Chapter 4: Human resource planning in a changing environment 146 Introduction 147 Human resource planning 148 The process of human resource planning 155 Human resource information management systems 169 Formulating human resource plans 180 Effective human resource planning 181 Summary 182 Key terms 182 Emerging issues 182 Ethical challenge 183 Case study 4.1 184 Endnotes 186 Part 2: HRM Strategies, Systems and Processes 188 Chapter 5: Work design challenges in a global environment 189 Introduction 190 Job analysis 191 Job design strategies 208 Creativity and innovation 215 Diversity management 217 Summary 218 Key terms 219 Emerging issues 219 Ethical Challenge 220 Case Study 5.1 221 Case Study 5.2 221 Endnotes 223 Chapter 6: Talent attraction and selection 224 Introduction 225 The strategic perspective 226 Attracting talent from within 233 Attracting talent from outside the organisation 236 The selection process 245 Sources of information about job candidates 248 The employment interview 254 Employment tests 265 Reaching a selection decision 268 Summary 271 Key Terms 271 Emerging issues 272 Ethical Challenge 273 Case Study 6.1 274 Case Study 6.2 274 Endnotes 275 Chapter 7: Talent retention and development 276 Introduction 277 The challenges of supply and demand 279 Talent retention 280 Induction and orientation 282 Learning and development programs 287 Developing employees 293 Developing leaders 297 Career management 304 A strategic perspective to career development 305 Ethics and HRD 311 Summary 313 Key term 314 Emerging issues 314 Ethical challenge 315 Case study 7.1 316 Case study 7.2 317 Endnotes 318 Chapter 8: Management of performance 319 Introduction 320 Debates and trends in the management of employee performance 321 Performance management as a continuous cycle 325 Performance measurement methods 329 Why performance management systems often fail 336 The end of PMS – or a new beginning? 341 Requirements for system effectiveness 345 Performance feedback and feedforward 351 Processes and practices for improving underperformance 355 Disciplinary action 362 Summary 368 Key terms 368 Emerging issues 369 Ethical challenge 370 Case study 8.1 372 Case study 8.2 372 Endnotes 374 Chaper 9: Strategic reward management 377 Introduction 378 Total reward management 379 Managing base pay 392 Employee benefit plans 407 Performance-based rewards 415 Rewarding executives 435 Managing expatriate pay 442 Summary 449 Key terms 450 Emerging issues 450 Ethical challenge 452 Case study 9.1 454 Case study 9.2 456 Endnotes 459 Chapter 10: Managing work health and safety 463 Introduction 464 The extent of the problem 465 Perspectives of WHS in Australia 467 The harmonisation of WHS law in Australia 475 Creating a safe, healthy and ethical work environment 483 Managing WHS programs 496 Summary 500 Key terms 500 Emerging issues 500 Ethical challenge 501 Case study 10.1 502 Endnotes 502 Chapte 11: Workplace negotiation processes 505 Introduction 506 The nature of conflict 507 Positive and negative aspects of workplace conflict 508 Common alternative dispute resolution processes 511 Conflict management styles 521 Cross-cultural awareness in conflict management 524 Summary 528 Key terms 528 Emerging issues 529 Ethical challenge 530 Case study 11.1 531 Case study 11.2 532 Endnotes 532 Part 3: The effectiveness of SHRM: towards the future 534 Chapter 12: Evaluating SHRM: towards the future 535 Introduction 536 SHRM evaluation: theory and practice 539 HRM accounting 542 Indicators of HRM performance 543 HR program evaluation 554 Corporate governance and corporate social responsibility 556 The future of work 558 The future of SHRM 563 Summary 569 key trms 569 Emerging issues 569 Ethical challenge 570 Case study 12.1 571 Endnotes 572 Glossary 574 Index 585 The Australian HR Institute (AHRI) endorsed Human Resource Management: Strategy and Practice 10th edition is the leading resource in the upper level management market that provides a strong conceptual and practical framework for students of human resource management. A new edition of this popular title provides opportunity to reinforce our position as market leader by providing updated content that is relevant and useful to learners and to also provide a new digital learning solution in Mindtap to a market with a growing interest in digital delivery. The 10th edition retains the successful integrative strategic HRM (SHRM) model and includes new content on HRM models and contemporary issues. The new MindTap course introduces interactive, skills based activities as well as new opportunities for student engagement and revision. AHRI endorsement has also continued for the 10th edition