| Descript |
1 online resource (213 pages) |
| Content |
text txt |
| Media |
computer c |
| Carrier |
online resource cr |
| Contents |
Intro -- Contents -- Lists of Figures and Tables -- About the Contributors -- Preface -- Section I: The Contemporary Workplace -- Chapter 1: HRM in the Contemporary Workplace -- Justice at Work - A Theoretical Perspective -- The Concept of Organisational Justice -- Distributive Justice -- Interpersonal Justice -- Procedural Justice -- Interactional Justice -- The Context of Organisation Justice -- Ethics and HRM -- Trust -- Social Exchange Theory -- HRM and Trust -- The Context of Trust -- Summary -- References -- Chapter 2: Managing Talent: A Contemporary Issue or a Case of Old Wine in New Bottles? -- What is Talent Management? -- Attraction and Retention: A Theoretical Perspective -- Building the Internal Architecture -- Talent Management and the Individual -- Talent Management: An Attitude and a Mindset -- Embracing a Talent Mindset -- Crafting a Winning EVP -- Rebuilding Your Recruitment Strategy -- Weaving Development Into Your Organisation -- Differentiating and Affirming Your People -- Summary -- References -- Talent Management -- Questions -- Section I: Case Study -- Section II: Managing the Individualat Work -- Chapter 3: Psychological Contracts -- Formation, Maintenance and Evaluation of the Psychological Contract -- Types of Psychological Contracts -- The Traditional (Relational) Psychological Contracts -- The Transactional Psychological Contracts -- Beyond Transactional Psychological Contracts Today -- Psychological Contract Breach -- Psychological Contract Violation -- Psychological Contract Fulfilment -- Work Status and the Psychological Contract -- Implications for Human Resource Management -- Conclusions -- References -- Chapter 4: Career Management in the 21st Century -- Introduction -- Traditional Perspectives of Career Development -- Environmental and Individual Changes -- Contemporary Career Perspectives. |
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Boundaryless Career Perspective -- Protean Career Perspective -- Kaleidoscope Career Model (KCM) Perspective -- Cautionary Issues -- Human Resource Management and Career Management -- Succession Planning -- Lateral Moves and Secondments -- Outplacement -- Executive Coaching -- Dual Ladders -- Mentoring -- Performance Management and Career Management -- Facilitating Career Self-management -- Other Structural and Cultural Changes -- Integration -- Conclusions -- References -- Chapter 5: HRM and the Service Sector -- Introduction -- The Decline of Manufacturing and Rise of Service Work -- What is Service Work? -- HR Challenges and Opportunities in the Services Sector -- Managing the Consequences of Services Sector Work -- Conclusions -- References -- Section II: Case Studies -- (1) Psychological Contracts -- Should I Stay or Should I Go? -- Questions -- (2) Career Management -- Banking on Change -- Questions -- (3) HRM Service Sector -- Managing Risk in Hospital Settings -- Questions -- Section III: Managing the Issues at Work -- Chapter 6: Risk and Crisis Management -- Introduction -- The Process for Managing Risk -- Approaches to Risk -- Crisis Management -- Terrorism -- Pandemics -- Conclusions -- References -- Chapter 7: Mental Health and Well-being at Work -- Introduction -- Employee Well-being -- Physical Well-being/Health -- Psychological/Mental Well-being -- Social Well-being -- Presenteeism -- Emotional Labour -- The Importance of Good Mental Health -- Resilience -- Solutions and Support Mechanisms to Improve Mental Health and Well-being -- Mental Health and Well-being: A Case Study of the Nursing Profession -- What Affects Nurses' Well-being? -- Conclusion -- References -- Chapter 8: The Dark Side of Work -- Introduction -- Towards a Definition -- Exploring the Dark Workplace: The HR Perspective -- The Organisation as a 'Dark Satanic Mill'1. |
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Corporate Psychopaths -- Leadership and Corporate Psychopaths -- Corporate Psychopaths in Teams -- Corporate Psychopaths and Human Resource Management's Role -- The Cost of Workplace Violence -- Workplace Violence Intervention -- Violence at Work and the Learning Organisation -- Single Loop Learning -- Double Loop Learning -- Triple Loop Learning -- Conclusion -- References -- Section III: Case Studies -- (1) Crisis and Risk Management -- Samarco Dam Failure -- Sources -- Questions -- (2) Mental Health and Wellbeing at Work -- Just Managing: Critical Care in Intensive Care Units -- Case Profile -- Questions -- (3) The Dark Side of Work -- A Learning Organisation in Action -- Questions -- Section IV: Emerging Issues at Work -- Chapter 9: To Test or Not to Test: Drug and Genetic Testing in the 21st Century Workplace -- Introduction -- Biological Testing: Drug Testing in the Workplace -- Holistic Approaches and Fitness for Duty -- Biological Testing: Genetic Testing and the Workplace -- Genetic Discrimination -- The Ethics of Biological Monitoring and Surveillance -- Conclusions -- References -- Chapter 10: Employer and Employee Vetting: Reputation Management Challenges in the Information Age -- Introduction -- Cyber-vetting Practices and the Link to Reputation Management -- Employer Reputation Management in the Context of Recruitment and Selection -- Good Practice for HR Professionals -- Conclusion -- References -- Chapter 11: Sustainable HRM: Rhetoric Versus Reality -- Introduction -- Defining Sustainable HRM: A Case of Easier Said Than Done -- From SHRM Towards Sustainable HRM -- Sustainable HRM in Reality -- The Pros and Cons of Sustainable HRM: Can it be a Reality or is it Just Rhetoric? -- Key Debates for HRM -- Key Debates for the Workforce -- Can Sustainable HRM Make a Difference? -- References. |
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Chapter 12: Work Design in the 21st Century: A Case of Back to the Future or Forward to the Past? -- Introduction -- A Brief (but Interesting) History of Work Design -- Work Design and the Socio-technical Era -- The Hawthorne Studies -- Contemporary Theory of Job and Work Design: The Human Relations School -- Case Study: The Shifting Terrain of Commercial Aviation -- References -- Chapter 13: Codes of Conduct: Are They Worth the Paper They Are Written On? -- Introduction -- So What are Codes of Conduct? -- Effectiveness of the Codes of Conduct -- Content of the Code -- Implementation Process -- The Case Studies -- The BBC Top Gear Case -- Background -- Top Gear -- Incident -- Final Decision/Outcome -- United Airlines -- Background -- Incident -- Final Decision/Outcome -- Seven West Media -- Background -- Incident -- Final Decision/Outcome -- Analysis -- Evidence of Codes and Comparison of Their Content Effectiveness -- Attitudes Towards Codes at Times of Transgression -- The Consistency between Final Decision and Outcome with the Codes -- Analysis and Conclusion -- References -- Index. |
| Note |
Unlimited number of concurrent users. UkHlHU |
| ISBN |
9781789734577 (electronic bk.) |
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