Table Of Content

If you only buy one HR textbook, make it Torrington’s. HUMAN RESOURCE He is clear, precise and highly readable, as a generation of students will happily attest. NiNTH ‘The ultimate HR bookshelf’, People Management Magazine, 26 May 2013 EDiTiON MANAGEMENT NiNTH EDiTiON HUMAN Derek TorringTon • laura Hall sTepHen Taylor • Carol aTkinson RESOURCE MH For three decades, this text has been the leading introduction to HRM for students at all levels, including those on CIPD-accredited courses. Comprehensively covering all major areas of the field, it U A MANAGEMENT is renowned for its readable and engaging style. This thoroughly updated ninth edition is specifically M designed to be relevant to the issues and debates facing HRM today. Its key features include: N ●● ‘Theory into Practice’ case studies that contextualise theory through discussions of HR issues AA in such organisations as Rolls Royce, McDonald’s and the BBC World Service. GN Derek TorringTon • laura Hall ●● A new, consolidated structure and design that ensure the book is as direct and relevant as possible. E sTepHen Taylor • Carol aTkinson R ●● Activity and discussion boxes integrated into the text to help encourage deeper thinking and M understanding of each chapter. E ES NiNTH EDiTiON ●● Skills content to help you develop the specific employability characteristics that will set you apart as an HR practitioner. NO Derek Torrington is Emeritus Professor of Management, University of Manchester. TU Laura Hall has been a senior lecturer at Manchester Metropolitan University and a national R examiner for the CIPD. She is now a freelance academic carrying out work for a range of bodies including the CIPD. C Stephen Taylor is a senior lecturer in HRM at the University of Exeter Business School, and a Chief E Examiner for the CIPD. Carol Atkinson is Professor of HRM, and Director of the Centre for People and Performance, at Manchester Metropolitan University Business School, and a member of the CIPD Manchester TT ao Branch Committee. yr lr o i rn g • T a o T kn i • n H s oa nl l www.pearson-books.com Cover: (front and back) © Michael Blann, Stone, (spine) ©Trevor Clifford, Pearson Education Ltd. CVR_TORR6634_09_SE_CVR.indd 1 21/01/2014 11:30 Human ResouRce management A01_TORR6634_09_SE_FM.indd 1 1/15/14 9:41 AM A01_TORR6634_09_SE_FM.indd 2 1/15/14 9:41 AM Human ResouRce management DEREK TORRINGTON • LAURA HALL STEPHEN TAYLOR • CAROL ATKINSON nIntH eDItIon A01_TORR6634_09_SE_FM.indd 3 1/15/14 9:41 AM Pearson Education Limited Edinburgh Gate Harlow CM20 2JE United Kingdom Tel: +44 (0)1279 623623 Web: www.pearson.com/uk First published in Great Britain under the Prentice Hall Europe imprint in 1987 (print) Second edition published in 1991 (print) Third edition published 1995 (print) Fourth edition published 1998 (print) Fifth edition published 2002 (print) Sixth edition published 2005 (print) Seventh edition published 2008 (print) Eighth edition published 2011 (print) Ninth edition published 2014 (print and electronic) © Pearson Education Limited 2011 (print) © Pearson Education Limited 2014 (print and electronic) The rights of Derek Torrington, Laura Hall, Stephen Taylor and Carol Atkinson to be identified as authors of this work has been asserted by them in accordance with the Copyright, Designs and Patents Act 1988. The print publication is protected by copyright. Prior to any prohibited reproduction, storage in a retrieval system, distribution or transmission in any form or by any means, electronic, mechanical, recording or otherwise, permission should be obtained from the publisher or, where applicable, a licence permitting restricted copying in the United Kingdom should be obtained from the Copyright Licensing Agency Ltd, Saffron House, 6–10 Kirby Street, London EC1N 8TS. The ePublication is protected by copyright and must not be copied, reproduced, transferred, distributed, leased, licensed or publicly performed or used in any way except as specifically permitted in writing by the publishers, as allowed under the terms and conditions under which it was purchased, or as strictly permitted by applicable copyright law. Any unauthorised distribution or use of this text may be a direct infringement of the author’s and the publishers’ rights and those responsible may be liable in law accordingly. All trademarks used herein are the property of their respective owners. The use of any trademark in this text does not vest in the author or publisher any trademark ownership rights in such trademarks, nor does the use of such trademarks imply any affiliation with or endorsement of this book by such owners. Pearson Education is not responsible for the content of third-party internet sites. ISBN: 978-0-273-78663-4 (print) 978-0-273-78668-9 (PDF) 978-0-273-78664-1 (eText) British Library Cataloguing-in-Publication Data A catalogue record for the print edition is available from the British Library Library of Congress Cataloging-in-Publication Data A catalog record for the print edition is available from the Library of Congress 10 9 8 7 6 5 4 3 2 1 18 17 16 15 Print edition typeset in 10/12.5pt Sabon MT Std by 35 Print edition printed and bound by L.E.G.O. S.p.A. Italy NOTE THAT ANY PAGE CROSS REFERENCES REFER TO THE PRINT EDITION A01_TORR6634_09_SE_FM.indd 4 1/15/14 9:41 AM Brief contents Guided tour xiv Preface xvii Publisher’s acknowledgements xix Part 1 Human resource management in changing times 2 1 The nature of human resource management 4 2 The global context for human resource management 24 3 Strategic human resource management 43 4 Workforce planning and metrics 65 Part 2 Resourcing: getting people in the right places to do the right things 88 5 Organisation design and flexibility 90 6 Recruitment 111 7 Selection methods and decisions 132 8 Engaging and retaining people 153 9 Ending the contract 173 Part 3 Performance: success through individual and collective achievement 192 10 Employee performance management 194 11 Leadership 214 12 Managing attendance and absence 232 Part 4 Development 252 13 Organisational change and development 254 14 The context of employee learning and development 274 15 Learning and development 294 16 Talent and career development 315 v A01_TORR6634_09_SE_FM.indd 5 1/15/14 9:41 AM Brief contents Part 5 employee relations 332 17 Employee voice 334 18 The legal framework of work 350 19 Equal opportunities and diversity 372 20 Grievance and discipline 390 Part 6 Reward: the contract for payment 410 21 Setting pay 412 22 Incentives 432 23 Pensions and benefits 452 Part 7 contemporary issues 470 24 Ethics and corporate social responsibility 472 25 Managing the human resource function 490 26 Health and well-being 511 27 The international dimension 529 Part 8 selected human resource skills 550 28 Skills set 1: Face-to-face and other communication skills 552 29 Skills set 2: Skills for analysis and decision making 620 Glossary 645 Index 653 vi A01_TORR6634_09_SE_FM.indd 6 1/15/14 9:41 AM contents Guided tour xiv Theoretical perspectives of strategic HRM 50 Preface xvii Summary propositions 60 Publisher’s acknowledgements xix General discussion topics 61 Theory into practice 61 Part 1 Human resource Further reading 62 management in changing times 2 Web link 62 1 The nature of human resource References 62 management 4 4 Workforce planning and metrics 65 Defining HRM 6 The contribution and feasibility of The evolution of modern HRM 10 workforce planning 66 HRM and the achievement of The scope of workforce planning 68 organisational effectiveness 15 Analysing the environment 70 Summary propositions 19 General discussion topics 20 Forecasting future HR needs 72 Theory into practice 20 Analysing the current situation and projecting forward 74 Further reading 21 Reconciliation, decisions and plans 76 References 22 Workforce metrics 80 2 The global context for human Summary propositions 82 resource management 24 General discussion topics 83 Globalisation 25 Theory into practice 83 The causes of globalisation 28 Further reading 84 The impact of globalisation 29 Web links 85 Conclusions 38 References 85 Summary propositions 39 General discussion topics 39 Part 2 Resourcing: getting Theory into practice 39 people in the right places to Further reading 41 do the right things 88 References 41 5 Organisation design and flexibility 90 3 Strategic human resource management 43 Organisation design 91 Organisation structures 94 Strategic HRM 44 Organisational flexibility 97 The relationship between business strategy and HR strategy 46 Employer flexibility 98 vii A01_TORR6634_09_SE_FM.indd 7 1/15/14 9:41 AM Contents Employee flexibility (or work–life balance) 103 The impact of staff turnover 159 Summary propositions 106 Analysing staff turnover 160 General discussion topics 107 Engagement and retention strategies 163 Theory into practice 107 Summary propositions 168 Further reading 108 General discussion topics 168 References 108 Theory into practice 169 Further reading 170 6 Recruitment 111 References 171 Determining requirements 112 Rational versus processual approaches to 9 Ending the contract 173 recruitment 116 Unfair dismissal 174 Internal recruitment 118 Constructive dismissal 184 External recruitment 119 Compensation for dismissal 185 Recruitment advertising 121 Wrongful dismissal 187 E-recruitment 123 Notice 187 Evaluation of recruitment activity 126 Summary propositions 188 Summary propositions 127 General discussion topics 188 General discussion topics 127 Theory into practice 189 Theory into practice 128 Further reading 190 Further reading 130 References 190 References 130 Legal cases 191 7 Selection methods and decisions 132 Rational versus processual approaches to Part 3 Performance: success selection 133 through individual and collective achievement 192 Selection criteria 134 Shortlisting 135 10 Employee performance Selection methods 136 management 194 Advanced methods of selection 140 Performance management or performance Final selection decision making 147 appraisal? 195 Validation of selection procedures 148 Theoretical bases of performance management 198 Summary propositions 148 Performance management across national General discussion topics 149 contexts 198 Theory into practice 149 Stages in a performance management Further reading 150 system 199 References 151 Performance management: does it improve 8 Engaging and retaining people 153 performance? 207 Summary propositions 209 Defining engagement 154 General discussion topics 210 The benefits of employee engagement 157 Theory into practice 210 viii A01_TORR6634_09_SE_FM.indd 8 1/15/14 9:41 AM Contents Further reading 211 Reconceptualising change 263 References 212 Organisational development as a specific approach to change 265 11 Leadership 214 The evolution and future of OD 267 Leadership and management 216 Summary of the HR role in change 269 What are the traits of (effective) leaders? 216 Summary propositions 269 What is the ‘best way to lead’? Leadership General discussion topics 270 styles and behaviours 218 Theory into practice 270 Do leaders need different styles for Further reading 271 different situations? 219 References 271 Transformational leadership: do we really need heroes? 221 14 The context of employee Followership 226 learning and development 274 Summary propositions 227 The UK national picture and strategy 275 General discussion topics 228 UK skills policy and framework 278 Theory into practice 228 Behavioural competencies 284 Further reading 229 The nature of learning: theories 287 References 230 The nature of learning: learning from experience 289 12 Managing attendance and absence 232 Summary propositions 290 General discussion topics 290 The national context 233 Theory into practice 291 The organisational context 235 Further reading 292 Process and causes of absence 235 References 292 Managing for attendance 237 Ongoing contact during absence 243 15 Learning and development 294 Summary propositions 248 Identifying learning and development General discussion topics 248 needs 295 Theory into practice 249 Methods of learning and development 297 Further reading 249 Evaluation of training and development 309 References 250 Summary propositions 311 General discussion topics 311 Part 4 Development 252 Theory into practice 311 13 Organisational change and Further reading 312 development 254 References 313 The nature of change and the role of 16 Talent and career development 315 planned change 255 What is talent? 316 How can organisations be responsive Identification of talent 318 to change? 257 Addressing the employee experience Strategic talent and career development 319 of change 259 Developing talent and careers 323 ix A01_TORR6634_09_SE_FM.indd 9 1/15/14 9:41 AM