THIRD EDITION VOLUME 5. Edited by. David E. Guest and. David J. Needle. Kings College London

Transcription

1 WILEY ENCYCLOPEDIA OF MANAGEMENT THIRD EDITION VOLUME 5 HUMAN RESOURCE MANAGEMENT Edited by David E. Guest and David J. Needle Kings College London Previous Editors: Laurence H. Peters, Charles R. Greer and Stuart A. Youngblood 1997; Susan Cartwright 2005 WILEY

2 Contents Preface About the Editors List of Contributors Absenteeism Affirmative action Agency theory Apprenticeships Assessment centers Background checking (generic) Behaviorally anchored rating scales (BARS) Benchmarking and competitor analysis Big Ave personality tests Biographical history inventories Business process reengineering Career anchors Career choice Career counseling Career management Changing labor markets including job mobility Collective bargaining Communication and briefing groups Comparative HRM Competency and competencies Conflict at work Costing human resources Critical incidents technique 360-degree appraisals Delayering Developing globally competent executives/managers Disability discrimination - the legal context Diversity management xi xiii xv

3 viii Contents Downsizing 59 Employee assistance programs 61 Employee attitudes/attitude surveys 64 Employee engagement 68 Employer branding 71 Employing the older worker 74 Employment pensions 76 Employment relations 78 Equal opportunities 83 Ethnic discrimination 85 Evaluation of training 88 Evidence-based human resource management 90 Executive compensation 93 Executive search agencies 96 Exit Interviews 99 Flexible employment arrangements 101 Forced distribution method of Performance evaluation 104 Glass ceiling 107 Graphology 108 Grievance procedure 108 Halo effects 111 Health and safety 111 HRM and ethics 114 HRM as a profession 117 Human capital 120 Human resource accounting 121 Human resource audits 122 Human resource department effectiveness 123 Human resource Information systems 125 Human resource management and Performance 127 Human resource strategy 135 Integrity testing 141 Interim management 142 Internal labor markets and workforce planning 143 International compensation 147 Job analysis 149 Job crafting 151 Job description 152 Jobdesign 153 Job evaluation 158

4 Contents ix Job insecurity and employability Job satisfaction Job sharing Job specification Labor turnover Labor unions Lean production Learning Organization Management by objectives Management development Mentoring programs and coaching initiatives Mergers and acquisitions, Strategie alliances, and their impact on human resource management Minimum wage Models of international HRM Multiskilling Nonunion employee grievance procedures Organization development and change Organizational citizenship behavior Organizational commitment Organizational exit Outplacement Outsourcing HRM Parental leave Part-time work Partnership at work and mutual gains Performance appraisal Performance management Personality tests Personnel selection Presenteeism Profile-matching selection procedures Psychological contract Psychological test Quality of work-life Realistic job previews Recruiting Reference checks Reliability Retraining Reward systems

5 x Contents Selection interviewing: current issues and future research directions 253 Sexual orientation 258 Smoke-free work environment 258 Social capital model on socialization 258 Staff handbooks 261 Stress and stress management 263 Talent management 269 T eam-working 271 Temporary workers/temporary agency workers 274 The analysis of HR departments and the contribution of David Ulrich 276 The balanced scorecard 281 The science and practice of goal setting 282 Training 283 Utility analysis 293 Validity 295 Validity generalization 296 Wage and salary surveys 299 Work-life balance 299 Working hours 303 Workplace bullying 305 Subject Index 309