Preface

This tenth edition of A Handbook of Human Resource Management Practice contains

many additions and revisions. It refers to major developments in HR practice in the
last two to three years such as the development of the theory and practice of human
capital management, talent management and approaches to learning and development, all covered in new or substantially revised chapters. Reference is also made to a
number of significant research projects including those conducted by the CIPD, IES
and e-reward. Chapters on the following subjects have been either wholly replaced or
extensively revised in the light of new concepts of good practice, the experience of the
author as a practitioner and the outcomes of research:

human resource management;

role of the HR function;
role of the HR practitioner;
strategic human resource management;
competency-based HRM;
the delivery of learning and training;
performance management;
reward management fundamentals;
grade and pay structures.

The plan of the handbook is illustrated in the route map shown in Figure 0.1.

xxvi Preface
3 Role of HR function
4 Role of HR practitioner
5 Role of line manager

I People management
1 Human resource management
2 Human capital management

II HRM processes
7
8
9
10
11
12
13

Factors affecting HRM strategy

policy and practice

Strategic HRM
HR strategies
Developing HR strategies
HRM policies
Competency-based HRM
Knowledge management
Analysing roles,
competencies and skills

HRM strategy,
policy and
practice

V Organization

VI People resourcing

22 Organization
design
23 Job and role
design
24 Organization
development

25 Human resource
planning
26 Talent
management
27 Recruitment and
selection
28 Selection tests
29 Introduction to the
organization
30 Release from the
organization

IX Rewarding
people

X Employee
relations

42 Reward
management
43 Strategic reward
44 Job evaluation
45 Market rate
analysis
46 Grade and pay
structures
47 Contingent pay
48 Employee benefits
49 Managing reward
systems

50 Framework of
employee relations
51 Employee relations
processes
52 Negotiating and
bargaining
53 Employee voice
54 Communications

Figure 0.1

6 International HRM

Route map

III Work and employment

14 The nature of work
15 The employment relationship
16 The psychological contract
IV Organizational behaviour
17 Characteristics of people
18 Motivation
19 Commitment and engagement
20 How organizations function
21 Organizational culture

VII Performance
management
32 Basis of
performance
management
33 Performance
management
processes
34 360-degree
feedback

XI Health, safety
and welfare
55 Health and safety
56 Welfare services

VIII Human resource

development
35 Strategic HRD
36 Organizational
learning
37 How people learn
38 Learning and
development
39 E-learning
40 Management
development
41 Learning and
development
strategies

XII Employment and

HRM services
57 Employment
practices
58 HRM procedures
59 Computerised
HR information
systems