Human Resource Management 11th Edition Rue Solutions Manual

1. PART 1: Human resource management in the modern world
2. 1 The nature of human resource management
3. Defining human resource management
4. The evolution of modern HRM
5. HRM and the achievement of organisational effectiveness
6. Summary propositions
7. General discussion topics
8. Theory into practice
9. Further reading
10. References
11. 2 The global context for human resource management
12. Defining globalisation
13. The causes of globalisation
14. The impact of globalisation
15. Conclusions
16. Summary propositions
17. General discussion topics
18. Theory into practice
19. Further reading
20. References
21. 3 HRM around the world
22. Global HRM: similarities
23. Global HRM: differences
24. Explaining global diversity in HRM practice
25. Is greater divergence a possibility?
26. Summary propositions
27. General discussion topics
28. Theory into practice
29. Further reading
30. References
31. 4 Strategic human resource management
32. Strategic HRM
33. The relationship between business strategy and HR strategy
34. Theoretical perspectives of strategic HRM
35. Summary propositions
36. General discussion topics
37. Theory into practice
38. Further reading
39. Web link
40. References
41. 5 Workforce planning, analytics and AI
42. The contribution and feasibility of workforce planning
43. The scope of workforce planning
44. Analysing the environment
45. Forecasting future HR needs
46. Analysing the current situation and projecting forward
47. Reconciliation, decisions and plans
48. Workforce analytics and AI (artificial intelligence)
49. Summary propositions
50. General discussion topics
51. Theory into practice
52. Further reading
53. References
54. 6 Employability: the basic skills
55. 6.a. Being effective with people
56. Summary propositions
57. General discussion topics
58. Putting it into practice
59. 6.b. Using and interpreting basic analytics
60. Summary propositions
61. General discussion topics
62. Putting it into practice
63. 6.c. Effective writing
64. Summary propositions
65. General discussion topics
66. Putting it into practice
67. 6.d. Presentation
68. Summary propositions
69. General discussion topics
70. Putting it into practice
71. Further reading
72. References
73. PART 2: Resourcing: getting people in the right places to do the right things
74. 7 Organisational agility and flexibility
75. Organisation design
76. Organisation structures
77. Employer flexibility
78. Employee flexibility
79. Summary propositions
80. General discussion topics
81. Theory into practice
82. Further reading
83. References
84. 8 Recruitment
85. Determining requirements
86. Rational versus processual approaches to recruitment
87. Internal recruitment
88. External recruitment
89. Recruitment advertising
90. Evaluation of recruitment activity
91. Summary propositions
92. General discussion topics
93. Theory into practice
94. Further reading
95. References
96. 9 Selection methods and decisions
97. Rational versus processual approaches to selection
98. Selection criteria
99. Shortlisting
100. Selection methods
101. Advanced methods of selection
102. Final selection decision making
103. Validation of selection procedures
104. Summary propositions
105. General discussion topics
106. Theory into practice
107. Further reading
108. References
109. 10 Employability: skills in resourcing
110. 10.a. Determining the vacancy
111. Summary propositions
112. Putting it into practice
113. 10.b. Job and competency analysis
114. Summary propositions
115. Putting it into practice
116. 10.c. The selection interview
117. Summary propositions
118. General discussion topics
119. Putting it into practice
120. Further reading
121. Reference
122. PART 3: Performance: success through individual and collective achievement
123. 11 Employee performance management
124. Performance management or performance appraisal?
125. Theoretical bases of performance management
126. Performance management across national contexts
127. Stages in a performance management system
128. Performance management: does it improve performance?
129. Summary propositions
130. General discussion topics
131. Theory into practice
132. Further reading
133. References
134. 12 Leadership
135. Leadership and management
136. What are the traits of (effective) leaders?
137. What is the ‘best way to lead’? Leadership styles and behaviours
138. Do leaders need different styles for different situations?
139. Transformational leadership: do we really need heroes?
140. Followership
141. Summary propositions
142. General discussion topics
143. Theory into practice
144. Further reading
145. References
146. 13 Managing attendance and absence
147. The national context
148. Impact on the organisation
149. Process and causes of absence and attendance
150. Managing for appropriate attendance
151. Summary propositions
152. General discussion topics
153. Theory into practice
154. Further reading
155. References
156. 14 Engagement and retention
157. Defining engagement
158. The benefits of employee engagement
159. Employee retention
160. The impact of labour turnover
161. Analysing labour turnover
162. Engagement and retention strategies
163. Summary propositions
164. General discussion topics
165. Theory into practice
166. Further reading
167. References
168. 15 Employability: skills in performance
169. 15.a. The appraisal interview
170. Summary propositions
171. General discussion topics
172. Putting it into practice
173. 15.b. Designing questionnaires
174. Putting it into practice
175. Further reading
176. References
177. PART 4: Development
178. 16 Organisational change and development
179. The nature of change and the role of planned change
180. How can organisations be responsive to change?
181. Addressing the employee experience of change
182. Reconceptualising change
183. Organisational development as a specific approach to change
184. The evolution and future of OD
185. Summary of the HR role in change
186. Summary propositions
187. General discussion topics
188. Theory into practice
189. Further reading
190. References
191. 17 The context of employee learning and development
192. The UK national picture and strategy
193. UK skills policy and framework
194. The learning context
195. Summary propositions
196. General discussion topics
197. Case study
198. Further reading
199. References
200. 18 Learning and development
201. Identifying learning and development needs
202. Methods of learning and development: Part 1
203. Methods of learning and development: Part 2 Focus on digital learning technologies
204. Evaluation of training and development
205. Summary propositions
206. General discussion topics
207. Theory into practice
208. Further reading
209. References
210. 19 Talent and career development
211. What is talent?
212. Identification of talent
213. Strategic talent and career development
214. Promotion and succession planning
215. Developing talent and careers
216. How organisations evaluate talent management
217. Summary propositions
218. General discussion topics
219. Theory into practice
220. Further reading
221. References
222. 20 Employability: skills in learning and development
223. 20.a. Teaching and learning
224. Summary propositions
225. Putting it into practice
226. 20.b. Coaching
227. Summary propositions
228. General discussion topics
229. Putting it into practice
230. Further reading
231. References
232. PART 5: Employee relations
233. 21 Employee voice
234. Terminology
235. Information sharing
236. Team briefing
237. Quality circles
238. Attitude surveys
239. Suggestion schemes
240. Consultation
241. Co-determination
242. Summary propositions
243. General discussion topics
244. Theory into practice
245. Further reading
246. References
247. 22 The legal framework of work
248. A regulatory revolution
249. The contract of employment
250. Discrimination law
251. Unfair dismissal law
252. Health and safety law
253. Family-friendly employment law
254. Is employment law a benefit or a burden for businesses?
255. Summary propositions
256. General discussion topics
257. Theory into practice
258. Further reading
259. References
260. Legal cases
261. 23 Diversity and inclusion
262. How ‘equal’ is the workforce?
263. Different approaches to equality
264. Implications for organisations
265. Summary propositions
266. General discussion topics
267. Theory into practice
268. Further reading
269. References
270. 24 Employability: skills in employee relations
271. 24.a. Mediation
272. Summary propositions
273. General discussion topics
274. 24.b. The disciplinary or grievance interview
275. Summary propositions
276. General discussion topics
277. Putting it into practice
278. Further reading
279. References
280. PART 6: Reward: the contract for payment
281. 25 Total reward and setting pay
282. Introducing reward management
283. Total reward
284. The elements of payment
285. Setting base pay
286. The importance of equity
287. Regulatory restrictions
288. Minimum wages
289. Equal pay law
290. Unlawful deductions
291. International diversity in reward management
292. Summary propositions
293. General discussion topics
294. Theory into practice
295. Further reading
296. References
297. 26 Incentives
298. Basic choices
299. The extent to which incentives are paid
300. Payment by results (PBR) schemes
301. Performance-related pay (PRP)
302. Skills-based pay
303. Profit sharing
304. Summary propositions
305. General discussion topics
306. Theory into practice
307. Further reading
308. References
309. 27 Pensions and benefits
310. Pensions
311. Occupational pensions and HRM
312. Sick pay
313. Company cars
314. Flexible benefits
315. Summary propositions
316. General discussion topics
317. Theory into practice
318. Further reading
319. References
320. 28 Employability: skills in reward
321. 28.a. Negotiation
322. Summary propositions
323. General discussion topics
324. Putting it into practice
325. 28.b. How to reward employees working overseas for the dislocation of their domestic and social arra
326. Summary propositions
327. General discussion topics
328. Putting it into practice
329. Further reading
330. PART 7: Contemporary issues
331. 29 HRM and business ethics
332. What do we mean by ethics?
333. Early management concern with ethics
334. Business ethics today
335. Ethics and HRM
336. Ethics across national boundaries
337. Some current and developing ethical dilemmas
338. Summary propositions
339. General discussion topics
340. Theory into practice
341. Further reading
342. References
343. 30 Managing the human resource function
344. The HR function: purpose, roles and competencies
345. Structure of the HR function
346. HR strategic contribution
347. HR delivery approaches
348. HR shared services
349. Outsourcing HR
350. The role of line managers in HR
351. Critique of the changes in the HR function
352. Summary propositions
353. General discussion topics
354. Theory into practice
355. Further reading
356. References
357. 31 HR in small and medium-sized enterprises
358. Introduction
359. What do we know about working in SMEs?
360. The SME context
361. How strategic is HR in SMEs?
362. What does this mean for HR practice in SMEs?
363. Summary propositions
364. General discussion topics
365. Theory into practice
366. Further reading
367. References
368. 32 Health and well-being
369. The nature of health and well-being
370. Health and well-being initiatives
371. ‘Good work’ and well-being: job design and job quality
372. The business case for health and well-being
373. Criticisms of health and well-being initiatives
374. Summary propositions
375. General discussion topics
376. Theory into practice
377. Further reading
378. References
379. 33 Managing the international workforce
380. Structuring international organisations
381. Managing expatriates
382. HRM issues in international organisations
383. Summary propositions
384. General discussion topics
385. Theory into practice
386. Further reading
387. References
388. 34 The future of work
389. Long-term labour market trends
390. Technology and jobs
391. Conclusions
392. Summary propositions
393. General discussion topics
394. Theory into practice
395. Further reading
396. References
397. 35 Advanced HR skills
398. 35.a. Chairing meetings
399. Summary propositions
400. Putting it into practice
401. 35.b. Presentation at tribunal
402. Putting it into practice
403. 35.c. Dealing with bullying and harassment at work
404. Summary propositions
405. General discussion topics
406. Putting it into practice
407. 35.d. Using consultants
408. Summary propositions
409. General discussion topics
410. References and Further reading
411. Index
412. Back Cover

People also search:

fundamentals of human resource management 11th edition

human resource management 11th edition

canadian human resource management 11th edition

human resource management 11th edition ebook

human resource management 11th edition nel werner