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Subject index

ability 240

 

 

 

 

 

ability tests

466

 

 

 

 

absenteeism

 

 

 

 

 

causes of absence

864

 

 

control of absenteeism

864–66

 

dealing with sickness 848–49

 

and human capital measurement

40

use of computers

904–05

 

ACAS (Advisory, Conciliation and Arbitration

Service)

754, 770

 

 

accident prevention

829–30, 841

 

Accounting for People Task Force

30, 48

action learning

573–74

 

 

action research

341

 

 

activity analysis

322

 

 

adaptive learning 541

 

 

added value

35, 40, 66, 82

 

adhocracies

290

 

 

 

advertising (recruitment)

 

 

advertising agency, use of 416–17

analysis of requirement

416

 

copy writing

417–18

 

 

evaluate response

419

 

 

media planning

419

 

 

successful advertising

419–20

 

types of advertisements

418–19

 

Aegon 125, 653 affective learning 560

age and employment 151

agency theory

207, 626

AIDS, policy on

155, 874

alignment of individual and organizational

objectives

 

498–99

 

 

allowances and other payments

735

analytical job evaluation

660–62

analytical matching

662–63

 

Anglia Polytechnic University

793

annual hours

386

 

 

 

application forms

425, 426

 

appraisal

 

 

 

 

 

 

defined

4

 

 

 

 

 

aptitude tests

466

 

 

 

arbitration

787

 

 

 

 

artefacts

308

 

 

 

 

 

assessment centres

430–31

 

attainment tests

466

 

 

attendance management

 

 

causes of absence

864–65

 

control of absenteeism

864–66

defined

863

 

 

 

 

attitude surveys

265–67, 812–13, 907–09

attitudes

244

 

 

 

 

 

954

Subject index

 

 

attraction policies and programmes

391–92

attraction strategies

395

 

 

 

attrition, labour turnover

40

 

 

attrition, pay

740

 

 

 

 

 

B&Q

125, 590, 650, 655

 

 

 

Bae Systems

573

 

 

 

 

 

balanced learning

615

 

 

 

balanced score card

42–44, 68

 

 

bargaining

 

 

 

 

 

 

 

collective bargaining

756–58

 

 

conventions

797–98

 

 

 

and negotiating

795

 

 

 

process of

796–97

 

 

 

 

single table

786–87

 

 

 

 

skills

804–05

 

 

 

 

 

 

tactics

802–03

 

 

 

 

 

 

base pay

627

 

 

 

 

 

 

 

behaviour, influences on

244–45

 

 

behaviour modelling

342

 

 

 

behavioural competencies

 

 

 

analysis of

193–98

 

 

 

 

defined 160

 

 

 

 

 

 

behavioural expectations

226

 

 

behavioural science

284–85

 

 

benchmarking

 

 

 

 

 

 

 

and best fit

138

 

 

 

 

 

use in assessing HR effectiveness

67

best fit

138–39

 

 

 

 

 

 

best place to work

82, 394

 

 

best practice

135–38

 

 

 

 

big idea, the

8, 305–06

 

 

 

biodata

429–29

 

 

 

 

 

 

Black & Decker

590

 

 

 

 

black box, the

20

 

 

 

 

 

blended learning

563, 566, 570

 

 

bounded rationality 226

 

 

 

briefing groups see team briefing

 

 

Britannia Building Society

411

 

 

British Psychological Society 469

 

 

broad-banded grade and pay structures

693–94

broad-graded grade and pay structures

691–92

bulletins

823

 

 

 

 

 

 

 

bullying

154

 

 

 

 

 

 

 

bundling

139–40, 873–74

 

 

 

business partner role of HR practitioners

32, 73,

79

 

 

 

 

 

 

 

 

 

business planning and human resource

 

planning

363–64

 

 

 

 

business process re-engineering 26, 357

business strategy 54

business strategy, integrating HR strategy

with 134

 

 

business to employees

899–900

cafeteria scheme

730

 

call-out allowances 735

capability procedure

883–85

career dynamics

400, 481–82

career family grade and pay stricture 696 career management

aims 400 defined 399

demand and supply forecasts 403

dynamics

400

modelling

403

performance and potential assessments 402

policies

400, 402

 

 

 

 

 

process of 400, 401

 

 

 

 

succession planning

403–04

 

 

talent audits

402

 

 

 

 

 

and talent management

393

 

 

use of computers

904

 

 

 

career map

405

 

 

 

 

 

 

career path

406

 

 

 

 

 

 

career planning

 

 

 

 

 

 

competency band approach

405

 

defined

404

 

 

 

 

 

 

use of career family grade structures

406

career progression

400

 

 

 

case study

581

 

 

 

 

 

 

CBI 769

 

 

 

 

 

 

 

Central Arbitration Committee (CAC)

770

Centrica 407–08

 

 

 

 

 

change

 

 

 

 

 

 

 

incremental change

74

 

 

 

operational change

345

 

 

 

resistance to

345–47

 

 

 

role of HR in facilitating

54–6

 

strategic change

344–45

 

 

 

change agents, HR practitioners as 74

 

change management

 

 

 

 

Beckhard’s change model

347–48

 

change management models

347–51

 

the change process

343–44

 

 

contribution of HR

55

 

 

 

guidelines for

56, 75, 351–52

 

 

Lewin’s change model 347

 

 

Thurley’s change model

348

 

 

transformational change

74

 

 

Subject index 955

characteristics of people see people, characteristics

of

 

 

 

 

 

 

 

Chartered Institute of Personnel and

 

Development (CIPD)

37, 48–49, 84, 86, 92,

535, 593, 613, 652, 734, 742, 742, 743, 866, 868,

873

 

 

 

 

 

 

 

check-off system

790

 

 

 

Children’s Society

127

 

 

 

CIFO Research

38

 

 

 

 

closed shop

790

 

 

 

 

coaching

567–69

 

 

 

 

Code of Professional Conduct, CIPD 84

 

cognitive learning

560

 

 

 

cognitive theory

 

 

 

 

 

of learning

551

 

 

 

 

of motivation

258–59

 

 

 

coherence in HRM

54, 139–40

 

 

collective agreements

 

 

 

as frameworks for collective bargaining

783

partnership

784–85

 

 

 

procedural agreements

783–84

 

substantive agreements

784

 

 

collective bargaining

 

 

 

bargaining levels

786

 

 

 

bargaining power

756–57

 

 

conjunctive bargaining

757

 

 

co-operative bargaining

757

 

 

defined

756, 783

 

 

 

 

distributive bargaining

757

 

 

as an exchange relationship

756

 

integrative bargaining 757–58

 

as a joint regulating process

756

 

and negotiating

795

 

 

 

as a political relationship

756

 

as a power relationship

756

 

 

procedural agreements

783–84

 

single-table bargaining

786–87

 

substantive agreements

783

 

 

collectivism

759

 

 

 

 

commitment

 

 

 

 

 

 

concept of commitment and engagement

271

contribution of HR to developing commitment

defined

271–72, 273–74

 

 

and employee relations

761

 

 

enhancing

281–82

 

 

 

factors affecting

277–78

 

 

 

and flexibility

276

 

 

 

gaining

83, 181–82

 

 

 

‘hearts and minds’ approach

12, 761

 

and HRM

12, 13–14, 59

 

 

 

impact of 276–77 influences on 280–81 and motivation 277

mutual commitment strategy and mutuality 275

orientation 4

problems with concept 275–77 significance of 274–75 strategy 278–79

and trust 220

and the unitary frame of reference 275–76

committed employee

472

 

communications

 

 

 

analysing problems

821–22

 

areas

819–20

 

 

 

 

bulletins

823

 

 

 

DVDs

823

 

 

 

 

 

employee involvement

823

 

‘good communications’ theory

818

importance of

817

 

 

 

intranet

822

 

 

 

 

magazines

822

 

 

 

news letters

 

822

 

 

 

notice boards

823

 

 

 

objectives

 

820

 

 

 

on reward matters

748–49

 

strategy

819, 821

 

 

 

team briefing

824–25

 

 

what employees want to hear

821

what management wants to say

819, 821

communities of practice

178, 181, 182, 609

compa-ratios

691, 739–40

 

competence defined

161

 

competence-related pay

714–16

 

competencies

 

 

 

 

 

analysis of

193–98

 

 

 

behavioural

 

160

 

 

 

clusters

160

 

 

 

 

coverage

164

 

 

 

defined

159

 

 

 

 

and emotional intelligence 170–71

graded

164–65

 

 

 

performance

160

 

 

 

reasons for using 163

 

 

role-specific

 

164

 

 

 

technical

161

 

 

 

threshold

160

 

 

 

typical competencies

162–63

 

competencies, use of

 

 

 

in assessment centres

166