xxvi ❚ Preface
3 Role of HR function
4 Role of HR practitioner
5 Role of line managerII HRM processes
7 Strategic HRM
8 HR strategies
9Developing HR strategies
10 HRM policies
11 Competency-based HRM
12 Knowledge management
13 Analysing roles,
competencies and skillsVOrganization
22 Organization
design
23 Job and role
design
24 Organization
developmentVI People resourcing
25 Human resource
planning
26 Talent
management
27 Recruitment and
selection
28 Selection tests
29 Introduction to the
organization
30 Release from the
organizationVII Performance
management
32 Basis of
performance
management
33 Performance
management
processes
34 360-degree
feedbackVIII 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
strategiesIX Rewarding
people
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
systemsXEmployee
relations
50 Framework of
employee relations
51 Employee relations
processes
52 Negotiating and
bargaining
53 Employee voice
54 CommunicationsXI Health, safety
and welfare
55 Health and safety
56 Welfare servicesXII Employment and
HRM services
57 Employment
practices
58 HRM procedures
59 Computerised
HR information
systemsFactors affecting HRM strategy
policy and practice
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 cultureIPeople management
1 Human resource management
2 Human capital managementHRM strategy,
policy and
practice6 International HRMFigure 0.1 Route map