Human Resource Management

Theory and practice, fifth edition

by John Bratton and Jeff Gold

Learning objectives

Part one: The arena of contemporary human resource management

1) The nature of contemporary HRM
2) Corporate strategy and strategic HRM
3) Human resource management and performance

Part two: The micro context of human resource management

4) Work and work systems
5) Organizational culture and HRM

Part three: Employee resourcing

6) Workforce planning and talent management
7) Recruitment and selecting employees

Part four: Employee performance and development

8) Performance management and appraisal
9) Learning and human resource development
10) Leadership and management development

Part five: The employment relationship

11) Reward management
12) Industrial relations
13) Employee relations and involvement
14) Health and safety management

Part six: The global context of human resource management

15) International human resource management
16) Recession, sustainability, trust: the crisis of HRM


Chapter 1: The nature of contemporary HRM

After studying this chapter, you should be able to:

  1. Explain the development of human resource management (HRM)
  2. Define HRM and its relation to organizational management
  3. Explain the central features of the contract in the employment relationship
  4. Summarize the scope of HRM and key HRM functions
  5. Explain the theoretical issues surrounding the HRM debate
  6. Appreciate the different approaches to studying HRM

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Chapter 2: Corporate strategy and strategic HRM

After studying this chapter, you should be able to:

  1. Describe the characteristics of strategic decisions and define what is meant by strategy and strategic management
  2. Appreciate the meaning of quadruple-bottom-line as a firm or organization strategy for sustainable work systems
  3. Describe how strategic priorities vary by level: corporate, business and operational and comment on the links between business strategy and human resource management (HRM)
  4. Explain three models of human resources (HR) strategy: control, resource and integrative
  5. Comment on the limitations of the SHRM and HR strategy literature.

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Chapter 3: Human resource management and performance

After studying this chapter, you should be able to:

  1. Explain the importance of measuring the HRM contribution
  2. Describe some variables used to measure the value added of HRM
  3. Understand some techniques for evaluating the HRM function
  4. Critically evaluate research on the HRM–performance relationship

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Chapter 4: Work and work systems

After studying this chapter, you should be able to:

  1. Explain the nature of paid work
  2. Understand how management decisions concerning job and work design affect employee commitment, well-being, and performance, employment relations, organizational and societal outcomes.
  3. Define job design and describe specific work organization strategies
  4. Understand the theoretical arguments underpinning current job and work design practices
  5. Explain the main elements of a sustainable work system
  6. Understand the relationship between different job and work designs and HR strategies.

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Chapter 5: Organizational culture and HRM

After studying this chapter, you should be able to:

  1. Explain the relationship between national culture and organizational culture.
  2. Define organizational culture and be aware of notions of dominant culture, cultural diversity, subcultures and countercultures.
  3. Explain different theoretical perspectives on organizational culture.
  4. Understand how senior managers strive to change the culture of their organization and the role of HRM in the change process.
  5. Explain the role of HRM in creating low-carbon sustainable work systems.

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Chapter 6 Workforce planning and talent management

After studying this chapter, you should be able to:

  1. Explain the place of planning in human resource management
  2. Explain the difference between manpower planning, human resource planning and workforce planning
  3. Give details of the use of ICT in Workforce Planning
  4. Explain the various meanings of and approaches to flexible working
  5. Understand developments in the idea and practice of talent management
  6. Understand the requirements for diversity management
  7. Outline key ideas in human resource accounting

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Chapter 7: Recruitment and selecting employees

After studying this chapter, you should be able to:

  1. Understand the importance of recruitment and selection in the formation of the employment relationship
  2. Understand the key features of recruitment and selection policies
  3. Explain the nature of attraction in recruitment
  4. Explain the effectiveness of various selection methods

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Chapter 8: Performance management and appraisal

After studying this chapter, you should be able to:

  1. Explain the purpose and uses of performance management, assessment and appraisal
  2. Provide a model of performance management
  3. Assess various approaches to understanding performance at work
  4. Understand contrasting approaches to assessment and appraisal
  5. Explain the use of performance management and appraisal in employee development
  6. Understand the use of different performance-rating techniques

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Chapter 9: Learning and human resource development

After studying this chapter, you should be able to:

  1. Understand the connections between HRD and strategy
  2. Discuss the effectiveness of a national infrastructure for HRD
  3. Explain how HRD may be implemented
  4. Explain key ideas of workplace learning
  5. Understand developments in knowledge creation and management
  6. Explain key aspects of e-learning

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Chapter 10: Leadership and management development

After studying this chapter, you should be able to:

  1. Understand the meanings of leadership, management and leadership and management development
  2. Assess the requirements for strategic leadership and management development
  3. Explain various models of leadership and management for development purposes
  4. Explain key approaches of implementing leadership and management development
  5. Understand how leadership and management development can be used with leaders and managers in Small and Medium-Sized Enterprises (SMEs)

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Chapter 11: Reward management

After studying this chapter, you should be able to:

  1. Explain the key functions of reward management and evaluate the approach to reward that seeks to align pay systems with an organization’s business strategy
  2. Explain the manner and extent in which reward influences employee attitudes and behaviour
  3. Define and evaluate different reward systems and structures around the job, person and performance
  4. Describe and evaluate job evaluation as a method for developing a pay system
  5. Explain how governments intervene in the pay determination process
  6. Explain the paradoxes and tensions in pay systems in relation to managing the employment relationship

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Chapter 12: Industrial relations

After studying this chapter, you should be able to:

  1. Define, and describe contemporary trends in industrial relations
  2. Describe the core legal principles relating to union–management relations
  3. Explain and critically evaluate different types of union–management strategy
  4. Explain the pattern of trade union membership and union structure
  5. Understand the nature and importance of collective bargaining
  6. Critically evaluate the importance of ‘partnership’ for industrial relations

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Chapter 13: Employee relations and involvement

After studying this chapter, you should be able to:

  1. Explain why managers might want to increase employee involvement and participation (EIP) and describe the different dimensions of EIP
  2. Appreciate the importance of employee communication in the human resource management paradigm
  3. Identify some ethical issues and their relevance to employee relations
  4. Describe the major issues relating to sexual harassment in the workplace and the implications for managing employee relations
  5. Explain the concepts, values and legal framework that underline the disciplinary process in employment

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Chapter 14: Health and safety management

After studying this chapter, you should be able to:

  1. Explain the benefits of a health and wellness strategy
  2. Outline the regulatory framework for workplace health and safety
  3. Describe some common hazards in the contemporary workplace
  4. Describe the components of a workplace wellness programme
  5. Explain the role of trade unions and the environment movement in creating sustainable and healthy workplaces and local communities.
  6. Critique management strategies for health and safety in the workplace

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Chapter 15: International human resource management

After studying this chapter, you should be able to:

  1. Explain how developments in global capitalism affect corporate and HR strategies within multinational corporations (MNCs)
  2. Describe the difference between strategic international human resource management (SIHRM) and international human resource management (IHRM)
  3. Explain how SIHRM is linked to different global business strategies
  4. Outline some key aspects and contemporary issues in IHRM
  5. Comment on whether globalization is driving processes of convergence or divergence in HRM policies and practices

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Chapter 16: Recession, sustainability, trust: the crisis of HRM

After studying this chapter, you should be able to:

  1. Describe the different ways in which the preceding chapters relate to one another
  2. Explain the professional standing of those practicing HRM
  3. Explain the post-crisis debate on HRM and pedagogy
  4. Explain the need for a critical analytical approach to studying HRM

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