Suchergebnisse

PurposeThe paper aims to describe research, commissioned by the UK Department of Education and Skills, on the effectiveness of procedures to improve performance by unsatisfactory schoolteachers.Design/methodology/approachResearch was conducted first by telephone interviews with a sample of local authorities in the UK to understand the scale of procedure usage. This provided a large and representative selection of authorities, which differed geographically, by size and by socio‐economic characteristics. In total, 56 case studies were then carried out in schools where procedures had been used.FindingsThe paper finds that the procedure usage was very low. In some authorities there had not been any cases at all and there was widespread reluctance to adopt the approach that procedures were seen to embody: legalistic, bureaucratic and "lacking the human touch". Case studies consistently showed ineptitude in handling procedures and frustration that they took so long. The findings were reviewed against the background of the large literature on employment law and human resource management, as that was the type of expertise that the research sponsors wished to deploy. Further reference was made to the literature on school leadership as well as to the concept of emotional labour.Originality/valueThe value of the work in this paper is to show how reluctant both managers and employees are to enter procedures and to show how some of this reluctance may be overcome. The research sadly uncovered very little good practice in schools, although some local authorities had excellent HR practitioners.

A reaction to an article in a previous issue of the journal about
the dangers of Human Resource Management (HRM). HRM was described as
amoral, anti‐social, uneconomic and ecologically destructive. Whilst
accepting that HRM is flawed, argues that its acceptance is partly
attributable to the dependence of management researchers on the approval
of research councils and employers. Concludes with suggestions for
personnel managers to consider: less obsession with strategy at the
expense of operations; less preoccupation with management at the expense
of other members of the business; and much greater preoccupation with
the recreation of employment.

Personnel functions are increasing their involvement in human resource strategy and decreasing their involvement in operational personnel issues. This is generally seen as being fundamental to the achievement of any of the visions of HRM as a change from personnel management and the consequent increase in the status and influence of the personnel function. The paper, based on ESRC‐funded research in 214 British businesses, questions the assumption that relying on strategic involvement, while "giving away" operational and technical personnel activities, will increase the influence of the personnel function.

It is well written and students find a clarity that is missing from some other texts. It is balanced and avoids the mistake of accepting wholesale underlying assumptions about the employment relationship that some HRM books do Dr Alan Roe, Leeds University Business School Praised for its comprehensive scope of topics, coverage of important HRM issues and succinctness, Human Resource Management helps those aspiring to or working in HR or management roles. This eleventh edition has been thoroughly updated with the economic, social and legal employment practice changes and is specifically designed to cover the issues and debates facing HRM today, backed up by academic research. Main updates are: · New content on productivity and its impact on workplaces in Britain in a post-Brexit environment, including new material on job quality and productivity · The causes and implications of presenteeism and Leaveism · Content on the UK's ever-changing qualifications/training (much changed from last edition · New chapter on HR in small to medium sized enterprises (SMEs) · New chapter on the future of work · Gig economy, Brexit and Artificial Intelligence (AI) Key pedagogic features include: · Theory into Practice and Putting it into Practice at the end of chapters enable readers to review, link and apply their understanding of the chapter to a practical business scenario · Window on Practice provides illustrative material throughout the text, including examples of real company practice, survey results, anecdotes and quotations, and court cases · Discussion boxes are two or three short questions intended for general discussion in a tutorial or study group to encourage critical thinking and understanding · Activities and exercises throughout to encourage students to engage with their learning · Employability skills chapters cover basic skills to learn by practise. Additional resources such as multiple choice tests and a glossary are available for students at go.pearson.com/uk/he/resources. Human Resource Management is a great introduction to human resources for students studying on undergraduate business and management courses, as well as those on CIPD accredited courses. About the authors Written by a close-knit team, who share each other's writing as it proceeds according to an agreed structure. All have great experience of teaching and examining HR at undergraduate, post graduate and professional level; thorough and deep research portfolios and CIPD membership Derek Torrington is Emeritus Professor of Management at the University of Manchester, Chartered Companion CIPD and previous Chief Examiner Laura Hall is now a freelance academic and has carried out work for a wide range of bodies, including the CIPD. Stephen Taylor is a senior lecturer in HRM at the University of Exeter Business School, and a Chief Examiner for the CIPD. Carol Atkinson is Professor of HRM, and Associate Dean for Research at Manchester Metropolitan University Business School, and a member of the CIPD Manchester Branch Committee