Index
Contemporary HRM Issues in the 21st Century
ISBN: 978-1-78973-460-7, eISBN: 978-1-78973-457-7
Publication date: 30 September 2019
This content is currently only available as a PDF
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
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
- Prelims
- Section I: The Contemporary Workplace
- Chapter 1: HRM in the Contemporary Workplace
- Chapter 2: Managing Talent: A Contemporary Issue or a Case of Old Wine in New Bottles?
- Section I: Case Study
- Section II: Managing the Individual at Work
- Chapter 3: Psychological Contracts
- Chapter 4: Career Management in the 21st Century
- Chapter 5: HRM and the Service Sector
- Section II: Case Studies
- Section III: Managing the Issues at Work
- Chapter 6: Risk and Crisis Management
- Chapter 7: Mental Health and Well-being at Work
- Chapter 8: The Dark Side of Work
- Section III: Case Studies
- Section IV: Emerging Issues at Work
- Chapter 9: To Test or Not to Test: Drug and Genetic Testing in the 21st Century Workplace
- Chapter 10: Employer and Employee Vetting: Reputation Management Challenges in the Information Age
- Chapter 11: Sustainable HRM: Rhetoric Versus Reality
- Chapter 12: Work Design in the 21st Century: A Case of Back to the Future or Forward to the Past?
- Chapter 13: Codes of Conduct: Are They Worth the Paper They Are Written On?
- Index