R. and Selvarajan‚ T. (2001)‚ “Management interventions”‚ In Anderson‚ N. Ones‚ H. Sinangil‚ K. and Viswesvaran‚ C. (Eds.)‚ Handbook of industrial‚ work‚ and organizational psychology ‚London: Sage. Vol. 2‚ pp. 346-376. CIPD (2011)‚ Reward management: Annual survey report 2011 CIPD(2007)‚ Reward management: annual survey report Coleman‚ A. (2006)‚ “Flex Takes the Lead”‚ Employee Benefits‚ Vol.59‚ No.7‚ pp.64–68. Chow Koo‚ R. (2011)‚ “The Global Added Value of Flexible Benefit”‚ Benefits Quartely
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tel: 020–8612 6204 email publish@cipd.co.uk The catalogue of all CIPD titles can be viewed on the CIPD website: www.cipd.co.uk/bookstore Chartered Institute of Personnel and Development International Human Resource Management 3rd Edition Chris Brewster‚ Paul Sparrow‚ Guy Vernon and Elizabeth Houldsworth Chartered Institute of Personnel and Development Published by the Chartered Institute of Personnel and Development‚ CIPD House‚ 151 The Broadway‚ London‚ SW19 1JQ First published 2011
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The term flexible working means Flexible working’ is a phrase that describes any working pattern adapted to suit workers needs. Flexibility is the The ability of an organisation to adapt the size‚ composition‚ responsiveness and cost of the people inputs required to achieve organisational objectives (Pilbeam and Corbridge‚ 2010). There are different forms of flexibility which are numerical flexibility‚ functional flexibility‚ financial flexibility‚ locational flexibility and temporal flexibility
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services. London: CIPD. Available at: http://www.peoplemanagement.co.uk/pm/articles/2008/09/why-engagement-is-set-to-revolutionise-public-services.htm [accessed 09 Mar 2012). Chiumento. (2004) Get Engaged‚ Chiumento‚ London. Christian‚ M. S.‚ Garza‚ A. S.‚ & Slaughter‚ J. E. (2011). Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel Psychology‚ 64‚ 89-136. CIPD (2007) Employee Engagement: Podcast episode 6. London: CIPD. Available at: http://www
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recession leads to significant changes‚ which cause lasting changes in the way firms‚ manage human resources and trading unions. Human Resource departments also have a strategic way of dealing with recession to save money within an organization. A study by CIPD (2012) was conducted amongst 117 employers which found that there are various ways to cut costs during the recession; Implementing a salary freeze (13%)‚ Raising employee contribution to healthcare premiums (20%)‚ Increasing benefits communication
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Macmillan Brown‚ W.‚ Bryson‚ A.‚ Forth‚ J Brown‚ W. (2011) Industrial Relations in Britain under New Labour‚ 1997-2010: A post mortem [Online] Available at: http://www.econ.cam.ac.uk/dae/repec/cam/pdf/cwpe1121.pdf [Accessed on 27 April 2014] CIPD‚ (2013) Employee Voice CIPD‚ Zero-hours contracts‚ (2013) Zero-hours contracts [Online] Available at: http://www.cipd.co.uk/hr-resources/factsheets/zero-hours-contracts.aspx [Accessed on 8 May 2014] Croucher‚ S Eironline‚ (2013) United Kingdom: Industrial relations
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References: CIPD (2012) ’Development strategy ’ [online] available from [1 June 2013] CIPD (2013) ’ Performance Management: an overview ’ [Online] available from [2 June 2013] Hyun‚ S. (2009) ‘ Re-examination of Herzberg’s Two Factor Theory of Motivation’. Available from [5 June 2013] Jones‚ B.B Lai
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1.2 Explain factors that affect an organisations approach to talent planning: There are obviously many different factors that affect an organistions approach to talent planning. External factors such as the economic environment can have a massive effect in how an organisation resources and retains talent. For example‚ in times of high unemployment it is far easier to attract high levels of talent‚ as there are many unemployed suitable candidates in the job market. Similarly it is easier to
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Talent planning in organisations Before an organisation is able to carry out talent planning activities there are a few contingencies and factors that could affect the business in resourcing talent affectively. One of the main factors to consider is the location of the business. The location could mean there is a lack of talent or abundance. For example an IT company would attract the best talent from either Silicon Valley or Bangalore‚ however if the company is based in Glasgow how will the convince
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important for a professional to continue to develop his/her competence‚ taking into consideration the continuously changing environment and demands. The CIPD has developed a core set of knowledge‚ skills and behaviours that an HR practitioner needs to possess and develop in order to be competent. This core set is incorporated in the CIPD Professional Map and covers the following professional areas: These areas are the key aspects where HR can contribute to the organisations’ performance
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