Eighth Edition: Financial Times Prentice Hall Is An Imprint of

Eighth Edition
Derek Torrington
Laura Hall
Stephen Taylor
Carol Atkinson
Financial Times
Prentice Hall
is an imprint of
Harlow, England London New York Boston San Francisco 'Toronto

Sydney Tokyo Singapore Hong Kong Seoul Taipei New Delhi
Cape Town Madrid Mexico City Amsterdam Munich Paris Milan
Guided tour
Preface
Acknowledgements
xvi
xix
xxi
3 Strategic human resource

management
Strategic human resource management
and human resource strategy
The link between business and
HR strategy
H In! M mm a mi iresowiirc
1
1 The nature of human resource

management
Defining human resource management
Delivering HRM objectives
15
HRM and the achievement of

organisational effectiveness
16
Contemporary debates in HRM
18
57
58
.
61
Theoretical perspectives of strategic

human resource management
63
Summary propositions
73
General discussion topics
73
Further reading
73
Web link
74
References
74
4 Organisation design and

flexibility
A philosophy of human resource

management
25
26
Organisation design
78
26
Organisation structures
80
Further reading
27
Job design
84
References
27
Organisational flexibility
89
Employee flexibility
94
30
99
Competition
31
99
The labour market
35
Further reading
100
Regulation
45
References
100
Trade unions
47
Ethical awareness
51
54
2 The context of human

resource management
5 Workforce planning
77
103
54
The contribution and feasibility of

HR planning
104
Further reading
54
The scope of workforce planning
107
References
55
Analysing the environment
108
Contents
Forecasting future human resource
needs
113
Analysing the current situation and

projecting forward
115
Reconciliation, decisions and plans
120
124
Selection as a two-way process
179
124
Selection criteria
180
Web links
125
Choosing selection methods
183
Further reading
125
Selection methods
184
References
125
Final selection decision making
197
Validation of selection procedures
197
200
201
Further reading
201
References
201
6 The international dimension
127
Further reading
175
References
176
8 Selection methods and

decisions
178
Cultural variations
129
Institutional variations
134
HRM in international organisations
136
Managing expatriates
144
149
149
Turnover rates and trends
206
Further reading
149
The impact of staff turnover
207
References
150
Turnover analysis and costing
208
Staff retention strategies
213
220
220
Further reading
220
References
221
Part 1 Case study problem
152
155
7 Recruitment
157
Determining the vacancy
159
Internal recruitment
161
Methods of recruitment
162
The recruitment methods compared
163
Recruitment advertising
163
Online recruitment
167
Employer branding
170
Control and evaluation
171
Correspondence
172
Shortlisting
174
175
175
9 Staff retention
10 Ending the contract
204
223
Unfair dismissal
224
Constructive dismissal
235
Compensation for dismissal
236
Wrongful dismissal
238
Notice
239
239
240
Further reading
240
References
240
Legal cases
241
242
Contents
(Part 3 IPD-(FirmaDi]ffies s t o e e e s s
amid]
245
11 HRM, employee engagement

and organisational
performance
Do leaders need different styles for

different situations?
293
Do we really need heroes?
296
Followership
300
302
O A ~7
247
302
HR and high performance wprking
248
High performance work systems
Further reading
303
948
References
303
The 'black box' of the

HRM/performance link
250
Employee perspective on the

HR/performance link
252
The role of the line manager
253
Employee engagement
255
Critiques of HPWS
14 Managing attendance and

absence
306
The national context
307
The organisational context
309
257
Process and causes of absence
310
260
Managing for attendance
312
260
323
Further reading
261
323
References
261
Further reading
324
References
324
12 Employee performance
management
263
Performance management and

performance appraisal
264
Stages in a performance management

system
270
Individual versus team performance

management
275
326
P a r t 4 weD@[pmn)ifi)ft
329
15 Organisational change and

development
331
The nature of change and the role of

planned change
332
How can organisations be responsive

to change?
334
283
Addressing the employee experience

of change
336
283
Reconceptualising change
341
References
284
Organisational development as
a specific approach to change
343
13 Leadership
287
The evolution and future of OD
346
Leadership and management
288
347
What are the traits of leaders and

effective leaders?
289
347
Further reading
347
References
348
Implementation and critique of

performance management
277
360-degree feedback
279
282

Further reading
'
What is the 'best way to lead'?

Leadership styles and behaviours
291
xi
Contents
440
350
441
Knowledge management
351
Further reading
441
Organisational learning and learning

organisations
References
441
361
370
16 Knowledge management and

organisational learning
443
370
A regulatory revolution
444
Further reading
370
The contract of employment
447
References
371
Discrimination law
450
Equal pay law
455
Health and safety law
458
Family-friendly employment law
461
The national minimum wage
462
Is employment law a benefit or

a burden for businesses?
464
467
467
Further reading
467
References
468
Legal cases
468
17 The context of employee

learning and development
374
The national picture and strategy
376
National training framework
379
NVQ framework and competences
385
388
389
Further reading
389
References
389
18 Learning and development
392
The nature of learning
393
Practical characteristics of learning

and development
394
- Behavioural competencies
399
Methods of learning and development
403
Evaluation of training and development
416
418
418
Further reading
418
References
419
422
425
21 Equal opportunities and

diversity
469
How 'equal' is the workforce?
470
Different approaches to equality
474
Implications for organisations
481
484
485
Further reading
485
Web links
485
References
486
22 Discipline and grievance
488
The Milgram experiments with

obedience
490
429
What do we mean by discipline?
493
Terminology
430
What do we mean by grievance?
495
Information sharing
432
Consultation
437
The framework of organisational

justice
496
Co-determination
439
Grievance procedure
500
19 Employee voice
xii
20 The legal framework of work
Contents
Disciplinary procedure
502
Are grievance and discipline procedures
Sick pay
580
Company cars
582
equitable?
503
London allowances
583
505
Flexible benefits
584
506
586
Further reading
506
586
506
Further reading
586
508
References
587
Fart
513
23 Setting pay
References
-"
589
518
P a r t T ([fi]'D'ini[p@[rao''j7 D S S M S
591
Introducing reward management
519
26 Talent management
593
The elements of payment
524
Setting base pay
526
The importance of equity
532
Salary progression
534
Total reward
What is talent?
594
Talent management activities
595
Strategic talent management
601
542
How organisations evaluate talent

management
604
544
Barriers to talent management
605
545
Critique of talent management
606
Further reading
545
607
References
546
608
Further reading
608
References
609
24 Incentives
548
Basic choices
549
The extent to which incentives are paid
552
Payment by results schemes
554
Disadvantages of PBR schemes
556
The ethical dimension
612
Performance-related pay
557
Early management concern with ethics
616
Skills-based pay
562
Renewed interest in business ethics
617
Profit sharing
564
566
Ethics and human resource

management
621
566
Ethics across national boundaries
624
Further reading
566
References
567
Some current and developing ethical

dilemmas
625
631
569
631
Pensions
571
Further reading
632
Occupational pensions and HRM
578
References
632
25 Pensions and benefits
27 Ethics and corporate social

responsibility
611
xiii
Contents
28 The changing HR function
634
Part m S e l e c t e d IhM sMIBs
695
Analysis of HR roles and structures
635
HR strategic role
638
31 Skills set 1: Face-to-face and

other communications skills
697
HR shared services
641
Effectiveness in interaction
698
Outsourcing HR
645
Different types of interaction
700
The role of line managers in HR
648
Fundamental skills in setting the tone
701
Critique of the development of HR roles

and structures
Fundamental skills in listening
701
650
Fundamental skills in questioning
702
652
Fundamental skills in feedback
704
705
705
Further reading
705
Reference
706
I The selection interview
706
717
717
Further reading
717
Web links
718
References
718
II The appraisal interview
718
727
728
Further reading
728
ceo
Further reading
ceo
DOo
References
DO4
29 Information technology and

human capital measurement
653
CCA
657
The contribution of technology to

effective and efficient HR provision
658
Measuring HR and human capital
663
Human capital reporting
674
676
676
Further reading
676
Web links
677
References
677
30 Health and well-being
679
Web links
728
The nature of health and well-being
680
References
729
Initiatives within a health and well-being

agenda
682
III Coaching
729
734
734
Further reading
735
The impact of health and well-being

initiatives on individuals and
organisations
685
Criticisms of health and well-being

initiatives
Web links
735
687
References
735
690
IV Presentation
735
691
739
Further reading
691
739
Web links
691
Further reading
739
References
692
Web links
739
693
Reference
740
Contents
32 Skills set 2: Skills for analysis

and decision making
769
742
X Using and interpreting statistics
770
751
XI Designing procedures
779
752
783
Further reading
752
Further reading
783
Web links
752
XII Designing questionnaires
784
References
752
Further reading
787
VII Report writing
753
Web links
787
757
XIII Using consultants
788
Further reading
757
790
Reference
758
790
VIII Presentation at tribunal
758
Further reading
791
Further reading
761
Web links
791
References
762
Reference
791
IX Dealing with bullying and

harassment at work
762
767
767
Further reading
767
V Mediation
VI The disciplinary or grievance
interview
740
Web links
, 768
References
Part 8 Case study problem and

exercises
Glossary
Index
792
794
802
768
XV

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Eighth Edition

Harlow, England London New York Boston San Francisco 'Toronto

3 Strategic human resource

1 The nature of human resource

Defining human resource management

Delivering HRM objectives

HRM and the achievement of

Contemporary debates in HRM

Theoretical perspectives of strategic

General discussion topics

4 Organisation design and

A philosophy of human resource

General discussion topics

General discussion topics

The labour market

General discussion topics

2 The context of human

The contribution and feasibility of

The scope of workforce planning

Analysing the environment

Analysing the current situation and

Reconciliation, decisions and plans

Selection as a two-way process

Choosing selection methods

Final selection decision making

Validation of selection procedures

General discussion topics

General discussion topics

6 The international dimension

8 Selection methods and

HRM in international organisations

General discussion topics

Turnover rates and trends

The impact of staff turnover

Turnover analysis and costing

Staff retention strategies

General discussion topics

Part 1 Case study problem

Determining the vacancy

The recruitment methods compared

Control and evaluation

General discussion topics

10 Ending the contract

Compensation for dismissal

General discussion topics

Part 2 Case study problem

11 HRM, employee engagement

Do leaders need different styles for

Do we really need heroes?

General discussion topics

HR and high performance wprking

High performance work systems

The 'black box' of the

Employee perspective on the

The role of the line manager

14 Managing attendance and

The national context

The organisational context

Process and causes of absence

Managing for attendance

General discussion topics

General discussion topics