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"The field of human resource management changes rapidly. Following the recession, new approaches are needed to succeed in a highly competitive global market place, and HR managers now draw on disciplines such as business strategy, marketing, information systems and corporate social responsibility to meet the need for functional interdependence. Essentials of Human Resource Management, 6th Edition uniquely provides a strategic explanation of how established human resource policies can be adapted to meet new challenges. In addition to a thorough exposition of the main policy areas, this comprehensive text offers an introduction to organizational behaviour studies, incorporates relevant aspects of employee relations, and presents an overview of employment law. This new edition shows how HR managers can: - Meet the challenges of international competitiveness through organizational agility. - Develop policies in talent management, total rewards and employee engagement. - Utilize new technology to improve the efficiency and effectiveness of HRM - Balance business demands with corporate social responsibility Written in an accessible manner, Essentials of Human Resource Management acts as an introduction to the subject for undergraduate students on HRM courses, as well as for post graduate students on MBA programmes and is a valuable reference source for line managers. A companion website supports this text with further materials"--

'Fat cat' pay / Shaun Tyson -- Shareholders' attitude to directors' pay / Paul Norris -- Accountability, transparency and performance : comparing annual report disclosures on CEO pay across Europe / Sébastien Point -- Director performance standards and rewards in France / Frank Bournois and Jean-Pierre Magot -- Developments in top-level compensation in Germany / Alexander von Preen and Marc Glaeser -- Designing reward packages / Don McClune -- Equity incentives / Wayne Guay, David Larcker and John Core -- Remuneration committees / Keith Cameron -- Human resource strategy and top-level pay / Shaun Tyson

PurposeThe purpose of this paper is to use neo‐institutional theory to examine organizational responses to the age discrimination at work legislation, recently introduced in the UK. The paper examines reasons managers advanced for the introduction of human resource (HR) policies about age discrimination, in addition to legal compliance.Design/methodology/approachA longitudinal survey of HR managers and four case studies within a range of UK organizations are used to elicit data on organizational responses.FindingsUnsurprisingly, the introduction of the new legislation has created strong coercive pressure on organizations. However, the results also provide evidence of mimetic and normative pressures within organizations. There is a complex range of factors that influence changes to policies and practices. In addition, the impact of organizational context, manager stereotypes and public and private sector differences are examined. The implications for explaining coercive change in organizations in terms of different legal philosophies and for future research are discussed.Originality/valueThis paper adds to a currently sparse literature on the introduction of age discrimination policies by organizations and uses a neo‐institutional framework to examine the forces that may affect the introduction of these policies over and above legislation.

The subject of work-based relationships as a source of support, feedback and development has centrality in much of the research into management development. Specifically, work dealing with manager/subordinate and peer relationships, as well as more formally defined developmental relationships such as that of the mentor, coach or counsellor, are of interest to the management researcher. This article examines the concept of psychological similarity through shared meanings, in relation to the maintenance and development of self-efficacy beliefs. This examination is carried out through comparative case studies in two very different organizational settings; the corporate and the not-for-profit sector. It was found that in work-based relationships in which the parties are psychologically similar, such relationships are more likely to support the maintenance and development of self-efficacy beliefs.