Alfaisal Library

Your cart is empty.
Normal view MARC view ISBD view

Leading, managing and developing people / edited by Gary Rees and Ray French.

Contributor(s): Ree, Gary | French, Ray, 1956- | Rayner, Charlotte. Managing and leading people | Chartered Institute of Personnel and Development.
London : Chartered Institute of Personnel and Development, ©2016Edition: 5th ed.Description: xvi, 356 pages : illustrations ; 25 cm.ISBN: 9781843984122 (pbk.).Subject(s): Personnel management | LeadershipGenre/Form: Print books.
Contents:
Machine generated contents note: ch. 1 Introduction -- 1.1.Overview -- 1.2.Introduction -- 1.3.The structure of the book -- 1.4.Conclusion -- ch. 2 The Scope and Nature of Human Resource Management and Human Resource Development -- 2.1.Overview -- 2.2.Introduction -- 2.3.Definitions of personnel management, human resource management and human resource development -- 2.4.The scope and nature of HRM and HRD -- 2.5.HRM goals -- 2.6.Strategy and HR -- 2.7.Models of HRM and strategic RM -- 2.8.The Bath model of HRM and innovation -- 2.9.HRD and strategic HRD -- 2.10.The shape of HR -- 2.11.Capability building by the HR function -- 2.12.HR showing added value -- 2.13.Line managers and HR: evidence from research findings -- 2.14.Strategic HRM and human capital management (HCM) -- 2.15.Conclusion -- ch. 3 HRM Contributions in Different Settings -- 3.1.Overview -- 3.2.Introduction -- 3.3.HR in different contexts -- 3.4.HR roles as the organisation grows: SMEs -- 3.5.Expanding our borders: the growth of internationalisation -- 3.6.Strategic international HRM -- 3.7.Conclusion -- ch. 4 Professionalism and Ethics in Managing People -- 4.1.Overview -- 4.2.Introduction -- 4.3.Business ethics -- 4.4.Approaches to ethics -- 4.5.Ethics in the workplace -- 4.6.The purpose of an employing organisation -- 4.7.Corporate sustainability and responsibility -- 4.8.Equal opportunities and ethics -- 4.9.Ethics in business - the role of HR -- 4.10.Conclusion -- ch. 5 Leadership and Leader Development -- 5.1.Overview -- 5.2.Introduction -- 5.3.Understanding leadership -- 5.4.Leadership and managing people -- 5.5.Leadership: established theoretical frameworks -- 5.6.Leadership: some emerging perspectives -- 5.7.Development of leaders and leadership -- 5.8.The focus: leader or leadership? -- 5.9.The focus: new paradigm or traditional theories? -- 5.10.The focus: training or development? -- 5.11.Insufficient needs analysis -- 5.12.Insufficient evaluation -- 5.13.Improving leadership development: a role for HR -- 5.14.Changing focus: leader to leadership -- 5.15.Changing practices: new paradigm theories -- 5.16.Changing methods: experiential and informal learning -- 5.17.The role of HR in experiential and informal leadership development -- 5.18.Improving needs analysis and evaluation -- 5.19.In summary -- 5.20.Conclusion -- ch. 6 Managing Change -- 6.1.Overview -- 6.2.Introduction -- 6.3.Types of change -- 6.4.Analysing the change context -- 6.5.Leading change -- 6.6.HR value added and change -- 6.7.Conclusion -- ch. 7 Flexibility and the Psychological Contract -- 7.1.Overview -- 7.2.Introduction -- 7.3.Flexibility -- 7.4.The psychological contract -- 7.5.Implications for the management of people -- 7.6.Conclusion -- ch. 8 Organisational and Job Design -- 8.1.Overview -- 8.2.Introduction -- 8.3.Models of structure -- 8.4.Approaches to job design -- 8.5.Smart and agile working -- 8.6.Conclusion -- ch. 9 Recruitment and Selection -- 9.1.Overview -- 9.2.Introduction -- 9.3.Effective recruitment and selection -- 9.4.Validity of selection methods -- 9.5.Contemporary themes in recruitment and selection -- 9.6.Fairness in recruitment and selection -- 9.7.The extent of professional practice -- 9.8.Recruitment and selection: a contingency approach -- 9.9.Conclusion -- ch. 10 Developing Employees -- 10.1.Overview -- 10.2.Introduction -- 10.3.Definitions of key terms -- 10.4.From training to learning -- 10.5.Choice of learning and development techniques -- 10.6.Career and professional development -- 10.7.Contemporary career models -- 10.8.Career development structures -- 10.9.The ownership of career development -- 10.10.The concept of continuing professional development -- 10.11.Conclusion -- ch. 11 Managing the Employment Relationship -- 11.1.Overview -- 11.2.Introduction -- 11.3.The contract of employment -- 11.4.Conflict and the employment relationship -- 11.5.Employee engagement -- 11.6.Diversity at work -- 11.7.Managing diversity - how to move equality forward -- 11.8.Conclusion -- ch. 12 Performance Management, Motivation and Reward -- 12.1.Overview -- 12.2.Introduction -- 12.3.Perspectives on performance management -- 12.4.Monitoring progress and measuring results -- 12.5.Performance management as a process -- 12.6.Motivated to perform? -- 12.7.The links between reward and performance -- 12.8.Arguments against the use of performance management -- 12.9.The role of HR and best practice within PM -- 12.10.Conclusion -- ch. 13 Summary Themes and Future Trends -- 13.1.Overview -- 13.2.Introduction -- 13.3.HR contemporary challenges -- 13.4.Summary: themes and future trends -- 13.5.Key themes -- 13.6.Enduring theories and models for leading, managing and developing people -- 13.7.The future of HR? -- 13.8.Conclusion.
Summary: This text has been designed specifically to cater for the CIPD module in 'Managing and Leading People' and as such is closely aligned to the standards. Students on similar modules with appropriate content such as 'people and organisations', on wider business degrees, will also find the book useful.
    average rating: 0.0 (0 votes)
Current location Call number Status Date due Barcode Item holds
On Shelf HF5549 .L44 2016 (Browse shelf) Available AU00000000011782
Total holds: 0

Previous editions published under the title Managing and leading people. by Charlotte Rayner and Derek Adam-Smith. 2013.

Includes bibliographical references and index.

Machine generated contents note: ch. 1 Introduction -- 1.1.Overview -- 1.2.Introduction -- 1.3.The structure of the book -- 1.4.Conclusion -- ch. 2 The Scope and Nature of Human Resource Management and Human Resource Development -- 2.1.Overview -- 2.2.Introduction -- 2.3.Definitions of personnel management, human resource management and human resource development -- 2.4.The scope and nature of HRM and HRD -- 2.5.HRM goals -- 2.6.Strategy and HR -- 2.7.Models of HRM and strategic RM -- 2.8.The Bath model of HRM and innovation -- 2.9.HRD and strategic HRD -- 2.10.The shape of HR -- 2.11.Capability building by the HR function -- 2.12.HR showing added value -- 2.13.Line managers and HR: evidence from research findings -- 2.14.Strategic HRM and human capital management (HCM) -- 2.15.Conclusion -- ch. 3 HRM Contributions in Different Settings -- 3.1.Overview -- 3.2.Introduction -- 3.3.HR in different contexts -- 3.4.HR roles as the organisation grows: SMEs -- 3.5.Expanding our borders: the growth of internationalisation -- 3.6.Strategic international HRM -- 3.7.Conclusion -- ch. 4 Professionalism and Ethics in Managing People -- 4.1.Overview -- 4.2.Introduction -- 4.3.Business ethics -- 4.4.Approaches to ethics -- 4.5.Ethics in the workplace -- 4.6.The purpose of an employing organisation -- 4.7.Corporate sustainability and responsibility -- 4.8.Equal opportunities and ethics -- 4.9.Ethics in business - the role of HR -- 4.10.Conclusion -- ch. 5 Leadership and Leader Development -- 5.1.Overview -- 5.2.Introduction -- 5.3.Understanding leadership -- 5.4.Leadership and managing people -- 5.5.Leadership: established theoretical frameworks -- 5.6.Leadership: some emerging perspectives -- 5.7.Development of leaders and leadership -- 5.8.The focus: leader or leadership? -- 5.9.The focus: new paradigm or traditional theories? -- 5.10.The focus: training or development? -- 5.11.Insufficient needs analysis -- 5.12.Insufficient evaluation -- 5.13.Improving leadership development: a role for HR -- 5.14.Changing focus: leader to leadership -- 5.15.Changing practices: new paradigm theories -- 5.16.Changing methods: experiential and informal learning -- 5.17.The role of HR in experiential and informal leadership development -- 5.18.Improving needs analysis and evaluation -- 5.19.In summary -- 5.20.Conclusion -- ch. 6 Managing Change -- 6.1.Overview -- 6.2.Introduction -- 6.3.Types of change -- 6.4.Analysing the change context -- 6.5.Leading change -- 6.6.HR value added and change -- 6.7.Conclusion -- ch. 7 Flexibility and the Psychological Contract -- 7.1.Overview -- 7.2.Introduction -- 7.3.Flexibility -- 7.4.The psychological contract -- 7.5.Implications for the management of people -- 7.6.Conclusion -- ch. 8 Organisational and Job Design -- 8.1.Overview -- 8.2.Introduction -- 8.3.Models of structure -- 8.4.Approaches to job design -- 8.5.Smart and agile working -- 8.6.Conclusion -- ch. 9 Recruitment and Selection -- 9.1.Overview -- 9.2.Introduction -- 9.3.Effective recruitment and selection -- 9.4.Validity of selection methods -- 9.5.Contemporary themes in recruitment and selection -- 9.6.Fairness in recruitment and selection -- 9.7.The extent of professional practice -- 9.8.Recruitment and selection: a contingency approach -- 9.9.Conclusion -- ch. 10 Developing Employees -- 10.1.Overview -- 10.2.Introduction -- 10.3.Definitions of key terms -- 10.4.From training to learning -- 10.5.Choice of learning and development techniques -- 10.6.Career and professional development -- 10.7.Contemporary career models -- 10.8.Career development structures -- 10.9.The ownership of career development -- 10.10.The concept of continuing professional development -- 10.11.Conclusion -- ch. 11 Managing the Employment Relationship -- 11.1.Overview -- 11.2.Introduction -- 11.3.The contract of employment -- 11.4.Conflict and the employment relationship -- 11.5.Employee engagement -- 11.6.Diversity at work -- 11.7.Managing diversity - how to move equality forward -- 11.8.Conclusion -- ch. 12 Performance Management, Motivation and Reward -- 12.1.Overview -- 12.2.Introduction -- 12.3.Perspectives on performance management -- 12.4.Monitoring progress and measuring results -- 12.5.Performance management as a process -- 12.6.Motivated to perform? -- 12.7.The links between reward and performance -- 12.8.Arguments against the use of performance management -- 12.9.The role of HR and best practice within PM -- 12.10.Conclusion -- ch. 13 Summary Themes and Future Trends -- 13.1.Overview -- 13.2.Introduction -- 13.3.HR contemporary challenges -- 13.4.Summary: themes and future trends -- 13.5.Key themes -- 13.6.Enduring theories and models for leading, managing and developing people -- 13.7.The future of HR? -- 13.8.Conclusion.

This text has been designed specifically to cater for the CIPD module in 'Managing and Leading People' and as such is closely aligned to the standards. Students on similar modules with appropriate content such as 'people and organisations', on wider business degrees, will also find the book useful.

Copyright © 2020 Alfaisal University Library. All Rights Reserved.
Tel: +966 11 2158948 Fax: +966 11 2157910 Email: librarian@alfaisal.edu