Includes index

List of figures; List of tables; About the author; Preface; Managing people Part I; Human resource management 1; HUMAN RESOURCE MANAGEMENT DEFINED; HUMAN RESOURCE SYSTEM; MODELS OF HRM; AIMS OF HRM; POLICY GOALS OF HRM; CHARACTERISTICS OF HRM; RESERVATIONS ABOUT HRM; HRM AND PERSONNEL MANAGEMENT; HOW HR IMPACTS ON ORGANIZATIONAL PERFORMANCE; HRM IN CONTEXT; Human capital management 2; HUMAN CAPITAL MANAGEMENT DEFINED; HUMAN CAPITAL MANAGEMENT AND HUMAN RESOURCE MANAGEMENT; THE CONCEPT OF HUMAN CAPITAL; HUMAN CAPITAL MANAGEMENT: PRACTICE AND STRATEGY; HUMAN CAPITAL MEASUREMENT. HUMAN CAPITAL REPORTINGRole of the HR function 3; THE OVERALL ROLE OF THE HR FUNCTION; THE ROLE OF HR IN FACILITATING AND MANAGING CHANGE; VARIATIONS IN THE PRACTICE OF HR; ORGANIZING THE HR FUNCTION; MARKETING THE HR FUNCTION; PREPARING, JUSTIFYING AND PROTECTING THE HR BUDGET; OUTSOURCING HR WORK; SHARED HR SERVICES; USING MANAGEMENT CONSULTANTS; EVALUATING THE HR FUNCTION; The role of the HR practitioner 4; THE BASIC ROLES; MODELS OF THE PRACTITIONERS OF HR; GAINING SUPPORT AND COMMITMENT; ETHICAL CONSIDERATIONS; PROFESSIONALISM IN HRM; AMBIGUITIES IN THE ROLE OF HR PRACTITIONERS. CONFLICT IN THE HR CONTRIBUTIONTHE COMPETENCIES REQUIRED BY HR PROFESSIONALS; Role of the front-line manager 5; THE BASIC ROLE; THE LINE MANAGER AND PEOPLE MANAGEMENT; THE RESPECTIVE ROLES OF HR AND LINE MANAGEMENT; THE LINE MANAGER'S ROLE IN IMPLEMENTING HR POLICIES; HOW TO IMPROVE FRONT-LINE MANAGERS AS PEOPLE MANAGERS; International HRM 6; INTERNATIONAL HRM DEFINED; ISSUES IN INTERNATIONAL HRM; INTERNATIONAL ORGANIZATIONAL MODELS; CONVERGENCE AND DIVERGENCE; CULTURAL DIVERSITY; THINK GLOBALLY AND ACT LOCALLY; INTERNATIONAL HR POLICIES; MANAGING EXPATRIATES. Human resource management processes Part IIStrategic HRM 7; THE CONCEPT OF STRATEGY; STRATEGIC HRM DEFINED; AIMS OF STRATEGIC HRM; APPROACHES TO STRATEGIC HRM; IMPLEMENTING STRATEGIC HRM; HR strategies 8; HR STRATEGIES DEFINED; PURPOSE; THE DISTINCTION BETWEEN STRATEGIC HRM AND HR STRATEGIES; TYPES OF HR STRATEGIES; CRITERIA FOR AN EFFECTIVE HR STRATEGY; Developing and implementing HR strategies 9; PROPOSITIONS ABOUT THE DEVELOPMENT PROCESS; LEVELS OF STRATEGIC DECISION-MAKING; STRATEGIC OPTIONS AND CHOICES; APPROACHES TO HR STRATEGY DEVELOPMENT; METHODOLOGY FOR STRATEGY DEVELOPMENT. CONDUCTING A STRATEGIC REVIEWSETTING OUT THE STRATEGY; IMPLEMENTING HR STRATEGIES; HRM policies 10; WHAT HUMAN RESOURCE POLICIES ARE; WHY HAVE HR POLICIES; DO POLICIES NEED TO BE FORMALIZED?; HR POLICY AREAS; FORMULATING HR POLICIES; IMPLEMENTING HR POLICIES; Competency-based HRM 11; TYPES OF COMPETENCIES; COMPETENCY FRAMEWORKS; REASONS FOR USING COMPETENCIES; COVERAGE OF COMPETENCIES; USE OF COMPETENCIES; DEVELOPING A COMPETENCY FRAMEWORK; DEFINING TECHNICAL COMPETENCIES; KEYS TO SUCCESS IN USING COMPETENCIES; EMOTIONAL INTELLIGENCE; Knowledge management 12; KNOWLEDGE MANAGEMENT DEFINED.