Human Resource Management

Höfundar: Derek Torrington; Laura Hall; Stephen Taylor; Carol Atkinson (Útgáfa: 12)
Human Resource Management

Kaup valmöguleikar

Human Resource Management, 12th Edition Explore the fundamental principles in HR management and develop practical skills to excel in your career in the field. Human Resource Management, 12th Edition, by Torrington, Hall, Taylor, and Atkinson provides comprehensive coverage of human resource management backed up by the latest academic research, practical examples, and an approach that encourages questioning new ideas in the field.

Known for its breadth of topics, reader-friendly content, and succinctness, this edition has been thoroughly updated to reflect economic, social, and legal changes in employment practices. The textbook incorporates recent case studies, skills support, and real-world references to help students apply their understanding of HRM concepts to practical business scenarios. It is ideal for undergraduate business and management students and those pursuing CIPD-accredited courses.

Key Features of the New Edition: Discussion on persistent skills shortages and the permanent changes to work caused by Brexit and the Covid-19 pandemic. New content on the use of artificial intelligence (AI), analytics, and surveillance in HR practices. Focus on recruiting and retaining talent to reflect changing labor market pressures. ‘Theory into Practice’ and ‘Putting it into Practice’ boxes at the end of chapters to apply concepts to real-world scenarios.

Updated content on the role of HRM in small and medium-sized enterprises (SMEs). Expanded chapter on organizational agility and flexibility to reflect post-Covid working practices. Greater emphasis on diversity, equity, and inclusion in the workplace. Updated content on long-term sickness and mental health issues, addressing the growing focus on mental health and well-being. ‘Window on Practice’ boxes showcasing examples of organizational practice, survey results, and court cases to build practical knowledge.

Nánar um bókina

Útgefandi
Pearson International Content
ISBN
9781292729077
Print ISBN
9781292460857
Format
ePub
Útgáfa
12
Höfundar
Derek Torrington; Laura Hall; Stephen Taylor; Carol Atkinson
Tungumál
English
Útgefið
2024-12-04
Prent takmörkun á líftíma
100
Prent takmörkun
2
Afritunar takmörkun
2

Kaflar

  • Cover
  • Prelims
  • Half title
  • Mission statement
  • Title page
  • Copyright
  • Dedication
  • Supporting resources
  • Guided tour
  • Preface
  • Part 1: Human resource management in the modern world
  • Human resource management in the modern world
  • Human resource management in the modern world
  • Human resource management in the modern world
  • Chapter 1: The nature of human resource management
  • The nature of human resource management
  • Introduction
  • Learning objectives
  • The nature of human resource management
  • Window on practice
  • Defining human resource management
  • Defining human resource management
  • Staffing objectives
  • Performance objectives
  • Change-management objectives
  • Administration objectives
  • Reputational objectives
  • Well-being objectives
  • The evolution of modern HRM
  • The evolution of modern HRM
  • Theme 1: social justice
  • Theme 2: humane bureaucracy
  • Theme 3: negotiated consent
  • Theme 4: organisation
  • Theme 5: human resource management
  • Theme 6: a ‘new HR’?
  • HRM and the achievement of organisational effectiveness
  • HRM and the achievement of organisational effectiveness
  • Further reading
  • References
  • Chapter 2: The global context for human resource management
  • The global context for human resource management
  • Introduction
  • Learning objectives
  • The global context for human resource management
  • Defining globalisation
  • Defining globalisation
  • The causes of globalisation
  • The causes of globalisation
  • Technology
  • Government action
  • The impact of globalisation
  • The impact of globalisation
  • Competition
  • Industrial restructuring
  • The rise of multinational corporations
  • Volatility
  • Conclusions
  • Conclusions
  • Further reading
  • References
  • Chapter 3: HRM around the world
  • HRM around the world
  • Introduction
  • Learning objectives
  • HRM around the world
  • Global HRM: similarities
  • Global HRM: similarities
  • Global HRM: differences
  • Global HRM: differences
  • The American model
  • The German model
  • The Japanese model
  • HRM in industrialising countries
  • Explaining global diversity in HRM practice
  • Explaining global diversity in HRM practice
  • Cultural variations
  • Institutional variations
  • Is greater divergence a possibility?
  • Is greater divergence a possibility?
  • Further reading
  • References
  • Chapter 4: Strategic human resource management
  • Strategic human resource management
  • Introduction
  • Learning objectives
  • Strategic human resource management
  • Strategic HRM
  • Strategic HRM
  • The relationship between business strategy and HR strategy
  • The relationship between business strategy and HR strategy
  • Theoretical perspectives of strategic HRM
  • Theoretical perspectives of strategic HRM
  • Perspective 1: HR content perspective
  • A) Best practice approach
  • B) Fit or contingency approach
  • Perspective 2: Resource-based approach
  • Perspective 3: Explaining the HRM practices–performance link
  • Why does the theory matter?
  • Further reading
  • References
  • Chapter 5: Workforce planning, analytics and AI
  • Workforce planning, analytics and AI
  • Introduction
  • Learning objectives
  • Workforce planning, analytics and AI
  • The contribution and feasibility of workforce planning
  • The contribution and feasibility of workforce planning
  • The scope of workforce planning
  • The scope of workforce planning
  • Analysing the environment
  • Analysing the environment
  • Forecasting future HR needs
  • Organisation, behaviour and culture
  • Employee numbers and skills (demand forecasting)
  • Analysing the current situation and projecting forward
  • Organisation, behaviour and culture
  • Current and projected employee numbers and skills (employee supply)
  • Reconciliation, decisions and plans
  • Reconciliation, decisions and plans
  • Workforce analytics and AI (artificial intelligence)
  • Definitions and level of use of workforce analytics
  • Definition of AI
  • Practical uses of workforce metrics and analytics
  • Monitoring, surveillance and tracking
  • Further reading
  • References
  • Chapter 6: Employability: the basic skills
  • Employability: the basic skills
  • Introduction
  • Learning objectives
  • Employability: the basic skills
  • 6.a. Being effective with people
  • 6.a. Being effective with people
  • Different types of face-to-face situation
  • Setting the tone
  • The fundamentals of questioning
  • The fundamentals of feedback
  • 6.b. Using and interpreting basic analytics
  • 6.b. Using and interpreting basic analytics
  • Frequency distributions
  • Measures of central tendency
  • Measures of dispersion
  • Describing relationships or association
  • Scatterplots
  • Correlation
  • Treating statistics with caution
  • 6.c. Effective writing
  • 6.c. Effective writing
  • Report writing
  • 6.d. Presentation
  • 6.d. Presentation
  • Objectives
  • The material
  • Further reading
  • Reference
  • Part 2: Resourcing: getting people in the right places to do the right things
  • Resourcing: getting people in the right places to do the right things
  • Resourcing: getting people in the right places to do the right things
  • Resourcing: getting people in the right places to do the right things
  • Chapter 7: Organisational agility and flexibility
  • Organisational agility and flexibility
  • Introduction
  • Learning objectives
  • Organisational agility and flexibility
  • Organisation design
  • Organisation design
  • Organisation structures
  • Organisation structures
  • The entrepreneurial form
  • The bureaucratic form
  • The matrix form
  • Emerging organisational forms
  • Agile organisations
  • Workforce flexibility
  • Employer flexibility
  • Employer flexibility
  • Numerical flexibility
  • Temporal flexibility
  • Functional flexibility
  • Spatial flexibility
  • Network organisations
  • The gig economy
  • The benefits of flexibility
  • Employee flexibility
  • Employee flexibility
  • Benefits of flexible working
  • Take-up of flexibility
  • Rhetoric or reality?
  • Further reading
  • References
  • Chapter 8: Recruitment
  • Recruitment
  • Introduction
  • Leaning objectives
  • Recruitment
  • Determining requirements
  • Determining requirements
  • Rational versus processual approaches to recruitment
  • Rational versus processual approaches to recruitment
  • Internal recruitment
  • Internal recruitment
  • External recruitment
  • External recruitment
  • Recruitment advertising
  • Recruitment advertising
  • Evaluation of recruitment activity
  • Evaluation of recruitment activity
  • Further reading
  • References
  • Chapter 9: Selection methods and decisions
  • Selection methods and decisions
  • Introduction
  • Learning objectives
  • Selection methods and decisions
  • Rational versus processual approaches to selection
  • Rational versus processual approaches to selection
  • Selection criteria
  • Selection criteria
  • Shortlisting
  • Shortlisting
  • Selection methods
  • Selection methods
  • The classic trio
  • Advanced methods of selection
  • Advanced methods of selection
  • Testing
  • Types of test
  • Critical features of test use
  • Problems with using tests
  • Group selection methods and assessment centres
  • Final selection decision making
  • Final selection decision making
  • Further reading
  • References
  • Chapter 10: Employability: Skills in resourcing
  • Employability: skills in resourcing
  • Introduction
  • Learning objectives
  • Employability: Skills in resourcing
  • 10.a. Determining the vacancy
  • 10.a. Determining the vacancy
  • 10.b. Job and competency analysis
  • 10.b. Job and competency analysis
  • The information to be collected
  • Methods of collecting the data
  • Competency analysis
  • 10.c. The selection interview
  • 10.c. The selection interview
  • Varieties of selection interview
  • Human and ritual aspects
  • Interview strategy
  • Number of interviews and interviewers
  • The selection interview sequence
  • Further reading
  • Part 3: Performance: success through individual and collective achievement
  • Performance: success through individual and collective achievement
  • Performance: success through individual and collective achievement
  • Performance: success through individual and collective achievement
  • Chapter 11: Employee performance management
  • Employee performance management
  • Introduction
  • Learning objectives
  • Employee performance management
  • Performance management or performance appraisal?
  • Performance management or performance appraisal?
  • Performance appraisal
  • Performance management systems
  • Theoretical bases of performance management
  • Theoretical bases of performance management
  • Performance management across national contexts
  • Performance management across national contexts
  • Stages in a performance management system
  • Stages in a performance management system
  • Business mission, values, objectives and competencies
  • Planning performance: a shared view of expected performance
  • Delivering and monitoring performance
  • Formal performance review/appraisal
  • Reward
  • Performance management: does it improve performance?
  • Performance management: does it improve performance?
  • Further reading
  • References
  • Chapter 12: Leadership
  • Leadership
  • Introduction
  • Learning objectives
  • Leadership
  • Leadership and management
  • Leadership and management
  • What are the traits of (effective) leaders?
  • What are the traits of (effective) leaders?
  • What is the ‘best way to lead’? Leadership styles and behaviours
  • What is the ‘best way to lead’? Leadership styles and behaviours
  • Do leaders need different styles for different situations?
  • Do leaders need different styles for different situations?
  • Transformational leadership: do we really need heroes?
  • Transformational leadership: do we really need heroes?
  • New models of leadership
  • Followership
  • Followership
  • Further reading
  • References
  • Chapter 13: Managing attendance and absence
  • Managing attendance and absence
  • Introduction
  • Learning objectives
  • Managing attendance and absence
  • The national context
  • The national context
  • Impact on the organisation
  • Impact on the organisation
  • Process and causes of absence and attendance
  • Process and causes of absence and attendance
  • Managing for appropriate attendance
  • Managing for appropriate attendance
  • Absence reporting, accurate records and analysis
  • Basic attendance management processes
  • Occupational health support, health/well-being initiatives, and employee assistance programmes
  • Changes to work and work organisation
  • Practical support
  • Use of disciplinary procedures
  • Further reading
  • References
  • Chapter 14: Engagement and retention
  • Engagement and retention
  • Introduction
  • Learning objectives
  • Engagement and retention
  • Defining engagement
  • Defining engagement
  • The benefits of employee engagement
  • The benefits of employee engagement
  • Employee retention
  • Employee retention
  • The impact of labour turnover
  • The impact of labour turnover
  • Analysing labour turnover
  • Analysing labour turnover
  • Functional turnover
  • Outside factors
  • Push factors
  • Pull factors
  • What are the most common reasons for labour turnover?
  • Engagement and retention strategies
  • Engagement and retention strategies
  • Managing expectations
  • Pay
  • Training and development
  • Flexible working arrangements
  • Improving the quality of line management
  • Further reading
  • References
  • Chapter 15: Employability: skills in performance
  • Employability: skills in performance
  • Introduction
  • Learning objectives
  • Employability: skills in performance
  • 15.a. The appraisal interview
  • 15.a. The appraisal interview
  • Issues for appraisers
  • The appraisal interview style
  • The appraisal interview sequence
  • Preparation
  • Making appraisal interviewing work
  • 15.b. Designing questionnaires
  • 15.b. Designing questionnaires
  • Preparing a questionnaire
  • Types of question
  • Data analysis
  • Further reading
  • References
  • Part 4: Development
  • Development
  • Development
  • Development
  • Chapter 16: Organisational change and development
  • Organisational change and development
  • Introduction
  • Learning objectives
  • Organisational change and development
  • The nature of change and the role of planned change
  • The nature of change and the role of planned change
  • How can organisations be responsive to change?
  • How can organisations be responsive to change?
  • Addressing the employee experience of change
  • Addressing the employee experience of change
  • Reconceptualising change
  • Reconceptualising change
  • Organisational development as a specific approach to change
  • Organisational development as a specific approach to change
  • The evolution and future of OD
  • The evolution and future of OD
  • The HR role in change
  • The HR role in change
  • Further reading
  • References
  • Chapter 17: The context of employee learning and development
  • The context of employee learning and development
  • Introduction
  • Learning objectives
  • The context of employee learning and development
  • The UK national picture and strategy
  • The UK national picture and strategy
  • UK skills policy and framework
  • UK skills policy and framework
  • Investors in People (IiP)
  • National Occupational Standards (NOS)
  • The Regulated Qualifications Framework (RQF)
  • Institute for Apprenticeships and Technical Education
  • The learning context
  • Behavioural competencies
  • The nature of learning: theories
  • The nature of learning: learning from experience and the learning cycle
  • The nature of learning: insights from neuroscience and psychology
  • Further reading
  • References
  • Chapter 18: Learning and development
  • Learning and development
  • Introduction
  • Learning objectives
  • Learning and development
  • Identifying learning and development needs
  • Identifying learning and development needs
  • Methods of learning and development
  • Methods of learning and development
  • A: Off-job methods: face-to-face and digital education and training courses
  • B: Learning on the job
  • Evaluation of training and development
  • Evaluation of training and development
  • Further reading
  • References
  • Chapter 19: Talent and career development
  • Talent and career development
  • Introduction
  • Learning objectives
  • Talent and career development
  • What is talent?
  • What is talent?
  • Identification of talent
  • Identification of talent
  • Strategic talent and career development
  • Strategic talent and career development
  • Promotion and succession planning
  • Promotion and succession planning
  • Developing talent and careers
  • Developing talent and careers
  • Managing talent in a developmental way
  • International development
  • Valuing employees’ perspective and meeting their needs
  • How organisations evaluate talent management
  • How organisations evaluate talent management
  • Further reading
  • References
  • Chapter 20: Employability: skills in learning and development
  • Employability: skills in learning and development
  • Introduction
  • Learning objectives
  • 20.a. Teaching and learning
  • 20.a. Teaching and learning
  • 20.b. Coaching
  • 20.b. Coaching
  • Career anchors
  • Further reading
  • References
  • Part 5: Employee relations
  • Employee relations
  • Employee relations
  • Employee relations
  • Chapter 21: Employee voice
  • Employee voice
  • Introduction
  • Learning objectives
  • Employee voice
  • Terminology
  • Terminology
  • Information sharing
  • Information sharing
  • Team briefing
  • Team briefing
  • Quality circles
  • Quality circles
  • News sheets
  • Attitude surveys
  • Attitude surveys
  • Suggestion schemes
  • Suggestion schemes
  • Consultation
  • Consultation
  • Co-determination
  • Co-determination
  • Further reading
  • References
  • Chapter 22: The legal framework of work
  • The legal framework of work
  • Introduction
  • Learning objectives
  • A regulatory revolution
  • A regulatory revolution
  • The contract of employment
  • The contract of employment
  • Discrimination law
  • Discrimination law
  • Sex discrimination law
  • Direct discrimination
  • Indirect discrimination
  • Sexual harassment
  • Victimisation
  • Other protected characteristics
  • Remedies
  • Unfair dismissal law
  • Unfair dismissal law
  • Automatically unfair reasons
  • Potentially fair reasons
  • Determining reasonableness
  • Lack of capability
  • Misconduct
  • Redundancy
  • Health and safety law
  • Health and safety law
  • Criminal law
  • Civil law
  • Working time
  • Family-friendly employment law
  • Family-friendly employment law
  • Is employment law a benefit or a burden for businesses?
  • Is employment law a benefit or a burden for businesses?
  • Further reading
  • References
  • Legal cases
  • Chapter 23: Diversity and inclusion
  • Diversity and inclusion
  • Introduction
  • Learning objectives
  • Diversity and inclusion
  • How ‘equal’ is the workforce?
  • How ‘equal’ is the workforce?
  • Gender
  • Racial and ethnic groups
  • People with a disability
  • Age
  • Sexual orientation
  • In summary
  • Different approaches to equality
  • Different approaches to equality
  • The equal opportunities approach
  • Problems with the equal opportunities approach
  • Diversity and inclusion as an approach
  • Problems with diversity and inclusion
  • Equal opportunities or diversity and inclusion?
  • Implications for organisations
  • Equal opportunities and diversity and inclusion: strategies, policies and plans
  • Managing diversity and inclusion
  • Further reading
  • References
  • Chapter 24: Employability: skills in employee relations
  • Employability: skills in employee relations
  • Introduction
  • Learning objectives
  • 24.a. Mediation
  • 24.a. Mediation
  • Mediator briefing
  • Introductory remarks
  • Statement of the problem by the parties
  • Information gathering
  • Problem identification
  • Bargaining and generating options/reaching an agreement
  • 24.b. The disciplinary or grievance interview
  • 24.b. The disciplinary or grievance interview
  • The nature of grievance and disciplinary interviewing
  • The discipline and grievance sequence
  • Management action is now clear and understood
  • Further reading
  • References
  • Part 6: Reward: the contract for payment
  • Reward: the contract for payment
  • Reward: the contract for payment
  • Reward: the contract for payment
  • References
  • Chapter 25: Total reward and setting pay
  • Total reward and setting pay
  • Introduction
  • Learning objectives
  • Introducing reward management
  • Introducing reward management
  • Total reward
  • Total reward
  • The elements of payment
  • The elements of payment
  • Basic rate
  • Plussage
  • Benefits
  • Premia
  • Overtime
  • Incentive
  • Bonus
  • Setting base pay
  • Setting base pay
  • External market comparisons
  • Internal labour market mechanisms
  • Job evaluation
  • Collective bargaining
  • The importance of equity
  • The importance of equity
  • Regulatory restrictions
  • Regulatory restrictions
  • Minimum wages
  • Minimum wages
  • Equal pay law
  • Equal pay law
  • Unlawful deductions
  • Unlawful deductions
  • International diversity in reward management
  • International diversity in reward management
  • The US/UK approaches
  • The German approach
  • The Japanese approach
  • The Scandinavian approach
  • Further reading
  • References
  • Chapter 26: Incentives
  • Incentives
  • Introduction
  • Learning objectives
  • Incentives
  • Basic choices
  • Basic choices
  • The extent to which incentives are paid
  • The extent to which incentives are paid
  • Payment by results (PBR) schemes
  • Payment by results (PBR) schemes
  • Performance-related pay (PRP)
  • Performance-related pay (PRP)
  • The attractions of PRP
  • Critiques of PRP
  • Using PRP effectively
  • Skills-based pay
  • Skills-based pay
  • Profit sharing
  • Profit sharing
  • Cash-based schemes
  • Share-based schemes
  • Disadvantages of profit-related schemes
  • Further reading
  • References
  • Chapter 27: Pensions and benefits
  • Pensions and benefits
  • Introduction
  • Learning objectives
  • Pensions and benefits
  • Pensions
  • Pensions
  • State schemes
  • Occupational schemes
  • Defined benefit schemes
  • Group personal pensions
  • Auto-enrolment
  • Occupational pensions and HRM
  • Occupational pensions and HRM
  • Sick pay
  • Sick pay
  • Statutory sick pay
  • Occupational sick pay
  • Company cars
  • Company cars
  • Flexible benefits
  • Flexible benefits
  • Further reading
  • References
  • Chapter 28: Employability: skills in reward
  • Employability: skills in reward
  • Introduction
  • Learning objectives
  • 28.a. Negotiation
  • 28.a. Negotiation
  • Agenda
  • Information
  • Objectives
  • Roles
  • Predicting counterclaims
  • Unity
  • The setting
  • The negotiation itself
  • Recapitulation
  • Commitment of the parties
  • 28.b. How to reward employees working overseas for the dislocation of their domestic and social arrangements
  • 28.b. How to reward employees working overseas for the dislocation of their domestic and social arrangements
  • The expatriate
  • Short-term overseas assignment
  • Further reading
  • Part 7: Contemporary issues
  • Contemporary issues
  • Contemporary issues
  • Contemporary issues
  • Chapter 29: HRM and business ethics
  • HRM and business ethics
  • Introduction
  • Learning objectives
  • What do we mean by ethics?
  • What do we mean by ethics?
  • Ethics and the corporation
  • Early management concern with ethics
  • Early management concern with ethics
  • Business ethics today
  • Business ethics today
  • The need for ethical guidelines
  • Moral justification
  • Ethical principles
  • Codes of ethics
  • Ethics and HRM
  • Ethics and HRM
  • Corporate social responsibility and HR
  • Ethics across national boundaries
  • Ethics across national boundaries
  • Some current and developing ethical dilemmas
  • Some current and developing ethical dilemmas
  • Life in the business
  • Information technology and the workplace
  • The pay divide
  • Ethics and policy
  • Further reading
  • References
  • Chapter 30: Managing the human resource function
  • Managing the human resource function
  • Introduction
  • Learning objectives
  • Managing the human resource function
  • The HR function: purpose, roles and competencies
  • The HR function: purpose, roles and competencies
  • Structure of the HR function
  • Structure of the HR function
  • HR strategic contribution
  • HR strategic contribution
  • HR delivery approaches
  • Self-service HR
  • HR shared services
  • HR shared services
  • Outsourcing HR
  • Outsourcing HR
  • The role of line managers in HR
  • The role of line managers in HR
  • Further reading
  • References
  • Chapter 31: HR in small and medium-sized enterprises
  • HR in small and medium-sized enterprises
  • Introduction
  • Learning objectives
  • Introduction
  • Introduction
  • What do we know about working in SMEs?
  • What do we know about working in SMEs?
  • The SME context
  • The SME context
  • What does HR look like in SMEs?
  • How strategic is HR in SMEs?
  • How strategic is HR in SMEs?
  • What does this mean for HR practice in SMEs?
  • What does this mean for HR practice in SMEs?
  • Further reading
  • References
  • Chapter 32: Health and well-being
  • Health and well-being
  • Introduction
  • Learning objectives
  • The nature of health and well-being
  • The nature of health and well-being
  • Health and well-being initiatives
  • Health and well-being initiatives
  • ‘Good work’ and well-being: job design and job quality
  • ‘Good work’ and well-being: job design and job quality
  • Skill variety
  • Task identity
  • Task significance
  • Autonomy
  • Feedback
  • Job quality
  • The business case for health and well-being
  • The business case for health and well-being
  • Criticisms of health and well-being initiatives
  • Criticisms of health and well-being initiatives
  • Further reading
  • References
  • Chapter 33: Managing the international workforce
  • Managing the international workforce
  • Introduction
  • Learning objectives
  • Managing the international workforce
  • Structuring international organisations
  • Structuring international organisations
  • Communication
  • Coordination
  • Japanese centralisation
  • American formalisation
  • European socialisation
  • Harmonisation
  • Managing expatriates
  • Managing expatriates
  • Selection for expatriation
  • Culture
  • Economic development
  • Geographical location
  • The job
  • Preparing for expatriation
  • Preparing for expatriation
  • Repatriation
  • HRM issues in international organisations
  • HRM issues in international organisations
  • Ethics and corporate social responsibility
  • Pay and benefits
  • Trade unions
  • Training and development
  • Further reading
  • References
  • Chapter 34: The future of work
  • The future of work
  • Introduction
  • Learning objectives
  • The future of work
  • Long-term labour market trends
  • Long-term labour market trends
  • Demand for skills
  • Supply of skills
  • Conclusions
  • Technology and jobs
  • Technology and jobs
  • Autonomous vehicles
  • Artificial intelligence
  • Advanced robotics
  • 3D printing
  • Virtual reality
  • Debates about the future jobs availability of jobs
  • Conclusions
  • Conclusions
  • Further reading
  • References
  • Chapter 35: Advanced HR skills
  • Advanced HR skills
  • Introduction
  • Learning objectives
  • Advanced HR skills
  • 35.a. Chairing meetings
  • 35.a. Chairing meetings
  • Conduct of the meeting itself
  • The rank-and-file member of the committee
  • 35.b. Presentation at tribunal
  • 35.b. Presentation at tribunal
  • Settlements
  • Preparing for the hearing
  • Remedies
  • 35.c. Dealing with bullying and harassment at work
  • Defining bullying and harassment
  • Policies and procedures to deal with bullying and harassment
  • Employee perspectives on bullying and harassment
  • Tackling bullying and harassment
  • 35.d. Using consultants
  • 35.d. Using consultants
  • Describe the problem
  • Work out how to do it without using consultants
  • Approach consultants
  • Decide between alternatives
  • Own the solution
  • References and further reading
  • Footnotes
  • Glossary