Hrm Introduction

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An Introduction to Human Resource Management

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An Introduction to Human Resource Management
Second Edition John Stredwick


Elsevier Butterworth-Heinemann Linacre House, Jordan Hill, Oxford OX2 8DP 30 Corporate Drive, Burlington, MA 01803 First published 2005 Copyright © 2005, Elsevier Ltd. All rights reserved. No part of this publication may be reproduced in any material form (including photocopying of storing in any medium by electronic means and whether or not transiently or incidentally to some other use of this publication) without the written permission of the copyright holder except in accordance with the provisions of the Copyright, Designs and Patents Act 1988 or under the terms of a licence issued by the Copyright Licensing Agency Ltd, 90 Tottenham Court Road, London, England W1T 0LP. Applications for the copyright holder’s written permission to reproduce any part of this publication should be addressed to the publisher. Permissions may be sought directly from Elsevier’s Science and Technology Rights Department in Oxford, UK: phone: ( 44) (0) 1865 843830; fax: ( 44) (0) 1865 853333; e-mail: You may also complete your request on-line via the Elsevier homepage (http:/ /, by selecting ‘Customer Support’ and then ‘Obtaining Permissions’. British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloguing in Publication Data A catalogue record for this book is available from the Library of Congress ISBN 0 7506 6534 3 For information on all Elsevier Butterworth-Heinemann publications visit our website at Typeset by Charon Tec Pvt. Ltd, Chennai, India Printed and bound in Great Britain

Preface to Second Edition xiii

Chapter 1

The economic and business context Origins of HRM The role of HR today Introduction The operation of HRM in practice Contradiction in the models The role of HR in raising performance Opening the ‘Black box’ Best practice or best fit? Resource-based view of the organisation Auditing and benchmarking HR performance

4 7 8 8 11 20 22 22 29 32 36

Chapter 2

Human resource planning
Reasons for lack of planning Purpose of HRP Dimensions of HRP Planning for specific purposes Carrying out HRP The numerical or ‘hard’ aspects Assessment of future demand Assessment of future internal supply Assessment of external supply Producing the HRP Conclusion

45 47 47 48 52 52 53 56 59 62 65



Chapter 3

Equal opportunities and managing diversity
The Business case for EO EO legislation Sex Discrimination Act 1975 Employment Equality (sexual orientation) Regulations 2003 Race Relations Act 1976 Disability Discrimination Act 1995 (DDA) Equal Pay Act 1970 Employment equality (religion or belief regulations) 2003 Age discrimination Remedies for the employee Defining discrimination Approaches to EO Policy Implications for EO practice Finding out the facts Generating and communicating EO strategy and policies Recruitment and selection Retention policies Disability requirements Health and safety Performance management issues Handling harassment and bullying Equal pay issues Age discrimination Monitoring and evaluation – the role of HR

76 79 80 81 81 83 84 85 85 85 87 90 94 95 95 96 99 100 100 101 102 104 105 107

Chapter 4

Drafting a recruitment policy Does a vacancy exist? Doing away with the work altogether Automate the work Contract-out the work Re-organising the work Re-organising the hours Defining the details of the vacancy Job analysis Job description Job profile Person specification Using a competency framework Selecting the employment package

117 118 118 118 118 119 119 120...
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