Part I: Understanding Organizational Behaviour 1.Individual Differences 2.Groups, Teams and Leadership 3.Organizations 4.Managing Change Part II: The Strategic Role of HRM 5.Defining Human Resource Management: the Development of the Field 6.Human Resource Strategy and Organizational Performance 7.Workforce Planning 8.Flexible Working Part III: Recruitment and Selection 9.Job analysis -Defining Performance 10.Sourcing 11.Selecting Employees Part IV: Developing People 12.Performance Appraisal 13.Talent Management 14.Learning and Development Part V: Rewards 15.Job Evaluation 16.Pay Systems 17.Total Rewards 18.Corporate Governance and HRM Part VI: Employee Relations 19.The Development of Trade Unions and Collective Bargaining 2 0.Disputes and Ways of Resolving Conflict 21.Consultation, Participation and Employee Engagement 22.Well-being at Work Part VII: Employment Law 23.Institutional Frameworks for Employment Law 24.Contracts of Employment 25.The Law on Managing Diversity 26.Trade Union Relationships, Health and Safety
Biography
Dr. Shaun Tyson is Emeritus Professor of Human Resource Management at Cranfield University School of Management, UK, and Visiting Professor at the University of Westminster, UK
‘Professor Tyson has done an outstanding job with this 6th edition of his classic Essentials of Human Resource Management book! In the twenty-six well written chapters he covers all the most important topics in the field with the latest thinking and examples sure to be extremely useful for HR managers, HR specialists, line managers and students alike. With a website that provides additional materials, this 6th edition informs us all of just how important and impactful the field of human resource management is!’ - Randall S. Schuler, Distinguished Professor, Strategic Human Resource Management, Rutgers University, New Brunswick, New Jersey, USA
‘Using individual difference theories as his point of departure and layering in insights from the diverse levels at which HR systems and processes may be transacted, with the dominant actors and activities engaged in, and the institutional regulations governing this engagement, Shaun Tyson offers a detailed, accessible treatise on all aspects of the management of people at work. In capturing the root trajectories of the field along with its contemporary priorities, he provides an in-depth understanding which is of value not just to specialist practitioners, but all stakeholders with an interest in this evolving field.’ - Michael J. Morley, Professor of Management, Kemmy Business School, University of Limerick, Ireland.
