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Human Resource Practice provides a practical and accessible guide for students and anyone looking to gain a thorough understanding of HR, and is the definitive text for the CIPD's Level 3 Foundation Certificate in HR Practice. International case studies, examples and activities enable the reader to engage with the key areas of practical HR management, including the legal background to employment, learning and development, change in organizations and employee relations. This fully updated 7th edition of Human Resource Practice explores the application of models within the practice of HR, including the Ulrich model, timely discussion on employee engagement and well-being in the workplace, and further information on the practical elements of HR, including law, recruitment and selection, performance management and reward. From two renowned experts in HR practice, this clear and in-depth text will provide you with all the skills and information that you need for a successful career in HR. Online resources offered are useful and relevant for both students and tutors, including instructor's guides, lecture slides and annotated web links.

Human Resource Practice

• Cover


• Title


• List of figures and tables


• Authors? biographies


• Acknowledgements


• Walkthrough of textbook features and online resources


• Chapter 1 Introduction and Overview


• 1.1 Our purpose


• 1.2 The structure


• Chapter 2 The Organisational Context


• 2.1 Introduction


• 2.2 External environment


• 2.3 Characteristics of organisations


• 2.4 What should an HR practitioner achieve?


• 2.5 What type of actions can practitioners take?


• 2.6 Organising the HR function


• 2.7 Trade unions


• 2.8 Advisory, conciliation and arbitration service (ACAS)


• 2.9 Summary


• Chapter 3 The Legal Background to Employment


• 3.1 Introduction


• 3.2 Why is legislation important?


• 3.3 Where does employment legislation come from?


• 3.4 Pre-employment and starting work with a new employer


• 3.5 During employment ? rights and responsibilities


• 3.6 Ending employment


• 3.7 Resolving disputes and dealing with claims


• 3.8 The role of HR practitioners


• 3.9 Summary


• Chapter 4 Job Analysis


• 4.1 What is job analysis and for what is it used?


• 4.2 Jobs with repetitive activities


• 4.3 Administrative and technical work, and delivery of services


• 4.4 Professional and managerial jobs


• 4.5 The organisation chart


• 4.6 Change and job design


• 4.7 Job evaluation


• 4.8 The role of the HR practitioner


• 4.9 Summary


• Chapter 5 Recruitment and Selection


• 5.1 Introduction


• 5.2 The changing nature of the workforce


• 5.3 Workforce planning


• 5.4 Why are recruitment and selection important?


• 5.5 The legislation


• 5.6 Equality versus diversity