This new 3rd edition of the best-selling text People Management & Development: Human Resource Management at Work is the complete text for anyone studying Human Resource Management. Combining the latest academic research with practical approaches to managing HR in the workplace, the text is thoroughly revised with increased signposting to enhance accessibility, a revised structure designed to be more flexible for use on CIPD and non-CIPD courses, as well as the addition of more international cases. Ideal for students studying for the CIPD professional qualification as well as general human resource management modules at undergraduate and postgraduate level. A 'route map' at the front of the book will indicate how the text can be used on both CIPD and non-CIPD courses to assist lecture preparation. TARGETED AT - Students studying CIPD Professional Qualifications and undergraduate and post graduate students taking HRM modules on business and HRM courses

The papers in this e-book examine the development of non-union employee relations practices and outcomes from an international perspective focusing on firms attempting to provide workers with a voice. The papers draw primarily on in-depth case studies as a means to assess the impact of voice arrangements on employee relations processes and outcomes.

This book addresses the contemporary aspects of employee voice through theoretical and practical analysis. In addition to case studies of employee voice in the workplace, it also looks at emerging forms of voice associated with the use of technology such as social media. Because of the breadth of the concept of employee voice, the focus of the book lends itself to an international perspective on employment relations and human resources management – analyses and experiences drawn from one country will be usefully considered or applied in relation to others.

Using a case study approach, this article explores the implications for employees and unions of the introduction of a high commitment management (HCM) model to two Australian workplaces; one a brownfield site, the other a greenfield site. The article assesses the impact of HCM on employees using a combination of qualitative and quantitative methods. Its central argument is structured around four themes. The first relates to the extent and type of the changes introduced. The article briefly overviews the features of the new HCM system at the greenfield site and contrasts them with the traditional industrial relations (IR) extant at the brownfield site. The second theme examines the dangers of the new system for employees and unions at both sites. The third theme analyses the choices available to employees at each workplace and argues that only limited choice is available. The fourth theme considers the opportunities for, and impediments to, employee voice being heard in both the old and new systems. The article concludes with an evaluation of the costs and benefits of the new system for all employees and argues that in order to fully appreciate the implications of HCM, an integration of traditional IR concerns with human resource management (HRM) analysis is essential.

Employees in organizations face countless daily situations in which they make a choice to speak up, exercise voice, or remain silent. Too many choose to remain silent. Others only tell supervisors what they want to hear, becoming Šyes� men and women. E

Bringing together research in the US, Canada, the UK, Ireland, Australia, and New Zealand, this text answers a series of key questions such as: What opportunities do employees in Anglo-American workplaces have to voice their concerns and what do they seek?