Human Resource Management

Tony Keenanis Professor of Human Resource Management at Edinburgh Business School,
Heriot-Watt University. Professor Keenan has published many papers on recruitment,
managerial stress and the education, training and career development of professional
engineers. He has also acted as consultant to a number of international organisations
in these fields. He has held the posts of Dean, Director of the Business School and Head
of Department.

Contents
Module 1 The Origins and Nature of Human Resource Management 1/1
1.1 What is Human Resource Management? 1/1
1.2 The Origins and Evolution of HRM 1/2
1.3 Philosophical and Theoretical Perspectives of HRM 1/5
1.4 HRM as a Strategic Activity 1/7
1.5 HRM as an Operational Level Activity 1/9
1.6 Summary 1/11

Module 2 Models of Human Resource Management 2/1
2.1 Defining Characteristics of HRM Models 2/1
2.2 Matching Models 2/3
2.3 Harvard-type Models 2/7
2.4 Summary 2/12

Module 3 Key Themes in HRM 3/1
3.1 HRM Themes 3/2
3.2 Quality 3/2
3.3 Organisational Structures 3/7
3.4 Flexibility 3/10
3.5 Team Working 3/15
3.6 The Learning Organisation 3/18
3.7 Organisational Commitment 3/20
3.8 Culture 3/23
3.9 Summary 3/27
3.10 Strategic and Operational HRM 3/28

Module 4 Analysis of Performance Requirements 4/1
4.1 Specifying Performance Requirements 4/2
4.2 Core Abilities, Skills and Motivational Characteristics 4/5
4.3 Trait Versus Behavioural Indicators of Performance 4/7
4.4 Job Analysis Techniques 4/10
4.5 Job Analysis and Strategic HRM 4/15
4.6 Competencies 4/16
4.7 Performance and Pay 4/21
4.8 Summary 4/29

Module 5 Recruitment and Selection 5/1
5.1 Selection in Context 5/2
5.2 The Selection Paradigm 5/3
5.3 The Process of Validation 5/6
5.4 The Usefulness of Selection Devices 5/10
5.5 Selection Tools 5/10
5.6 Summary 5/22

Module 6 Performance Appraisal and Performance Management 6/1
6.1 Determinants of Performance 6/2
6.2 The Performance Appraisal Process 6/3
6.3 Recording Appraisal Information 6/9
6.4 Carrying Out Appraisals 6/12
6.5 Performance Appraisal in Practice 6/15
6.6 Performance Management 6/16
6.7 Summary 6/18

Module 7 Training and Development 7/1
7.1 Training, Development and Strategic HRM 7/2
7.2 Determining Training Needs and Priorities 7/3
7.3 Design of Training Programmes 7/6
7.4 Evaluation of Training Effectiveness 7/12
7.5 The Relationship between Training and Development 7/19
7.6 Methods of Employee Development 7/20
7.7 Development for Employability 7/23
7.8 Summary 7/23

Module 8 Careers and Career Management 8/1
8.1 The Concept of Career Management 8/2
8.2 Individual Perspectives 8/2
8.3 Organisational Perspectives 8/9
8.4 Gender and Careers 8/18
8.5 Summary 8/22

Module 9 Employee Relations 9/1
9.1 What is Employee Relations? 9/2
9.2 Philosophical Approaches to Employee Relations 9/3
9.3 The Legal Framework 9/6
9.4 Employee Relations Themes 9/7
9.5 Unions and Collective Representation 9/9
9.6 Grievance and Discipline 9/13
9.7 Health and Well-being 9/14
9.8 Techniques for Increasing Involvement at Work 9/20
9.9 Summary 9/24

Appendix 1 Answers to Review Questions A1/1
Appendix 2 Practice Final Examinations and Solutions A2/1