Citation

(2019), "Index", Holland, P. (Ed.) Contemporary HRM Issues in the 21st Century, Emerald Publishing Limited, Leeds, pp. 197-200. https://doi.org/10.1108/978-1-78973-457-720191022

Publisher

:

Emerald Publishing Limited

Copyright © 2019, Emerald Publishing Limited

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INDEX

Index

A

Attraction, talent management

, 17–18

Attraction and retention

, 17–18, 150, 168

B

BBC

code of conduct

, 189–192

employee conduct scandal

, 189

BBC: Top Gear (TV show)

, 186

attitudes towards codes at times of transgression

, 191

evidence of codes and comparison of code content

, 189

final management decision’s consistency with codes

, 191–192

Boundaryless career perspective of career management

, 53–54

C

Career development

, 35, 63

protean and KCM conceptions

, 58

traditional perspectives

, 51–52, 55

Career management

boundaryless career perspective

, 53–54

cautionary issues

, 57

current career perspectives

, 53

dual ladders

, 60

executive coaching

, 59–60

HRM and

, 58

integration of HRM

, 63–64

job mobility

, 57

know-why, know-how, know-whom

, 62–63

lateral moves

, 59

mentoring

, 60–61

performance management and

, 62

protean career perspective

, 55

secondments

, 59

self-management

, 62–63

succession planning

, 58

traditional perspectives

, 51–52, 55

Casual work

, 72

Challenges, in service work

Codes of conduct

, 183–184

analysis

, 188–194

BBC

, 186

case studies

, 185–187

content of code

, 184–185

definition

, 183

ethical behavior

, 184–185, 193

implementation

, 185

organisational culture

, 184

organisational ethical decision-making

, 193

Seven West Media

, 185, 187–188

United Airlines

, 186–187

Conscious loyalty

, 45

Consumer-related violence

, 118

Current career perspectives of career management

, 53

Corporate psychopaths

, 121

and HRM’s role

, 123–124

leadership and

, 122

in teams

, 122–123

Crisis management

, 93–95

Samarco Dam failure

, 130–131

Cultural theory

, 92

‘Culture of survival’

, 110

Cyber-vetting

, 4–5, 149

applicants

, 150

employers

, 150

review websites

, 150

‘Yelpfication’

, 150

D

Dark side of work

, 4, 117

corporate psychopaths

, 121–124

learning organisation in action

, 134

organisation as ‘Dark Satanic Mill’

, 120–121

violence at work and learning organisation

, 126–127

workplace violence

, 117–118, 124–126

Dark workplace

, 118–119

Distributive justice

, 6

Double loop learning

, 126–127

Dual ladders of career management

, 60

E

Economic approach to risk

, 91

Emotional labour

, 106, 111

Emotional proletariat

, 71, 75

Employee well-being

, 103–104

percentage of population diagnosed with depression

, 105

physical well-being/health

, 104

psychological/mental well-being

, 104–105

social well-being

, 105

Environment, career management

outsourcing

, 52

casual labour

, 52

Environment, work

, 75, 104, 108, 110

F

Fordism

, 175–176

Fourth industrial revolution

, 4, 173, 177

H

Hawthorne studies

, 176

Health and well-being

, 5, 104

Human capital theory

, 17

Human resource development (HRD)

, 17

Human resource management (HRM), See also Sustainable HRM

, 4, 17, 70, 107, 137, 159, 177–178

and career management

, 58–64

corporate psychopaths and HRM’s role

, 123–124

ethics and

, 8–9

implications for

, 43–46

justice at work

, 5–8

key debates for

, 164–165

and service sector

, 69–77

SET

, 10

trust

, 9–10

I

Integration of HRM in career management

, 63–64

Interactional justice

, 7–8

Interpersonal justice

, 6

J

Job mobility

Job previews and psychological contracts

Justice

, 5

context of

, 8

distributive justice

, 6

interactional justice

, 7–8

interpersonal justice

, 6

organisational justice

, 5

procedural justice

, 6–7

theory

, 6

K

Kaleidoscope career model (KCM)

, 51

perspective of career management

, 55–57

Know-how competencies

, 62–63

Know-whom competencies

, 62–63

Know-why competencies

, 62–63

L

Lateral moves in career management

, 59

Leadership and corporate psychopaths

, 122

Learning organisation

in action

, 134

double loop learning

, 126–127

single loop learning

, 126

triple loop learning

, 127

violence at work and

, 126–127

Loyalty, conscious

, 58

M

Maintenance-interactive service organisation

, 73

Managing talent. See Talent management (TM)

Manufacturing, decline of

, 69–70

Marketability

, 54

Mental health

, 103

case study of nursing profession

, 109–111

critical care in ICUs

, 132–133

emotional labour

, 106

good mental health

, 106

presenteeism

, 105

resilience

, 106–107

solutions and support mechanisms

, 107–108

Mentoring in career management

, 60–61

N

Need for psychological contracts

, 36, 38, 43

Nursing

, 109–111

O

Organisational code of conduct

, 183–194

Organisational commitment

, 42, 58

Organisational culture

, 22, 34, 121, 153, 162, 164, 184

Organisational ethical decision-making

, 193

Organisational justice

, 5–6

context of

, 8

distributive justice

, 6

interactional justice

, 7–8

interpersonal justice

, 6

procedural justice

, 6–7

Organisations, service

, 71, 73

Outplacement in career management

, 59

P

Pandemics, risk

, 97–99

Performance management process

, 45, 62

psychological contracts

, 33–46

systems

, 81–82

Performance and substance abuse

, 138

Presenteeism

, 105, 111

productivity costs per country

, 106

Procedural justice

, 6–7

Protean career perspective of career management

, 55

Psychological contracts

, 33–34, 81–82

beliefs

, 33–34, 44

breach

, 38–39

conceptually

, 33

conscious loyalty

, 45

employees’ perspective

, 44

and formal socialisation

, 44

fulfilment

, 40–42

implications for HRM

, 43–46

and job previews

, 44

line managers

, 44

need

, 36, 38, 43

paternalistic role

, 36

performance management process

, 45

terminations

, 45

traditional

, 35–36

transactional

, 36–38

violation

, 39–40

work status and

, 42–43

Psychological/mental well-being

, 104–105

R

Relational psychological contracts. See Traditional psychological contracts

Reputation management

, 149

in recruitment and selection

, 151–152

good practice for HR professionals

, 152–154

Resilience

, 106–107

HR practices to enhance employee

, 107

Resource-based view (RBV)

, 17, 162

Retention in talent management

, 17–18

Risk

crisis management

, 93–95

crisis management team

, 94

cultural theory

, 92

economic approach

, 91

event managers

, 94

pandemics

, 97–99

psychometric approach

, 92

technical approach

, 90–91

terrorism

, 95–97

Risk management

, 89–90

approaches to risk

, 90–93

process for

, 90

Samarco Dam failure

, 130–131

S

Secondments, career management

, 59

Self-management, career

Service sector, HRM and

challenges and opportunities

, 71–74

managing consequences

, 75–77

managing risk in hospital settings

, 84–85

manufacturing, decline of

, 69–70

Service work

, 70–71

call centres

, 71, 74, 76–77

challenges

, 69–70

emotional proletariat

, 71, 75

HRM practices

, 73

service organizations

, 71

and stress

, 69, 75

trends

, 70

Seven West Media

code of conduct

, 187–188, 190

employee conduct scandal

, 189

Single loop learning

, 126

Social media

, 150

screening. See Cyber-vetting

Socialisation

processes

, 44–45

programmes

, 74

Socio-technical era

, 175–176

Hawthorne studies

, 176

Specialised websites

, 150

Specific obligation

, 39

Sponsor effect

, 22

Sponsor Effect 2.0, The: Road Maps for Sponsors and Protégés

, 22

Strategic HRM (SHRM)

, 20–21, 89, 160

towards sustainable HRM

, 162–163

Stress

, 57, 104

and service work

, 75

work-related

, 107

Substance abuse

, 137–138

and culture

, 139

and performance

, 138

and privacy

, 137–138

Succession planning in career management

, 58

Sustainability

, 159, 161

Sustainable Development Agenda 2030

, 103

Sustainable HR initiatives

, 8

Sustainable HRM

, 159–169

advantages

, 160, 162, 164, 167

definitions

, 159

vs. strategic HRM

, 162–163

T

Talent management (TM)

, 15–17

attraction and retention

, 17–18

Tavistock Institute of Human Relations

, 176

Teamwork and corporate psychopaths

, 122–123

Terrorism, and risk

, 95–97

Traditional career development

, 52, 57

Traditional perspectives of career management

, 51–52, 55

Transactional psychological contracts

, 36–38, 42

Triple loop learning

, 127

2030 Agenda for Sustainable Development Goals (SDGs)

, 159

U

Uncertainty

, 57

United Airlines

code of conduct

, 186–187, 190

employee conduct scandal

, 189

W

Well-being

, 103

case study of nursing profession

, 109–111

employee

, 103–105

physical

, 104

presenteeism

, 105

psychological

, 104–105

social

, 105

Work. See also Dark side of work

culture

, 139

environments

, 108, 110

justice at

, 5–8

Work design

, 173–174

contemporary theory of job and

, 176–177

history

, 174–175

shifting terrain of commercial aviation

, 177–179

and socio-technical era

, 175–176

Work-related stress

, 107, 111

Workforce, key debates for

, 165–166

Workplace

, 1

drug testing in

, 137–140

genetic testing and

, 141–143

surveillance

, 5

Workplace violence

, 117–118

cost of

, 124

intervention

, 124–126

and learning organisation

, 126–127

policy development

, 125

Y

‘Yelpfication’

, 150