Professional Documents
Culture Documents
ebook download (eBook PDF) Human Resource Management 10th Edition by Alan Nankervis all chapter
ebook download (eBook PDF) Human Resource Management 10th Edition by Alan Nankervis all chapter
http://ebooksecure.com/product/original-pdf-human-resource-
management-9th-australia-by-alan-nankervis/
https://ebooksecure.com/download/human-resource-management-
strategy-and-practice-ebook-pdf/
http://ebooksecure.com/product/canadian-human-resource-
management-10th-by-hermann-schwind/
http://ebooksecure.com/product/ebook-pdf-human-resource-
management-10th-edition-by-raymond-noe/
Human Resource Management 15th Edition by Gary Dessler
http://ebooksecure.com/product/human-resource-management-15th-
edition-by-gary-dessler/
http://ebooksecure.com/product/ebook-pdf-strategic-compensation-
a-human-resource-management-approach-10th-edition/
http://ebooksecure.com/product/ebook-pdf-human-resource-
management-9th-edition-by-raymond/
http://ebooksecure.com/product/original-pdf-human-resource-
management-15th-edition-by-joseph/
http://ebooksecure.com/product/ebook-pdf-human-resource-
management-9th-edition-by-stone/
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
CONTENTS vii
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
viii CONTENTS
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
CONTENTS ix
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
x CONTENTS
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
CONTENTS xi
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
xii
1
CHAPTER
Evolution of strategic human
Gain an insight into HRM with resource management
industry quotes at the beginning of There is a global shift towards non-standard, flexible employment models, including agency work (which) is
set to become a permanent feature of the modern workplace.
each chapter. Zhang, M. M., Bartram, T., McNeil, N. and Dowling, P. J. (2015), Towards a research agenda on the
sustainable and socially-responsible management of agency workers through a flexicurity model of HRM.
Journal of Business Ethics, 127(3), p. 514.
We must pursue innovation through technology as the main contributor to our future prosperity and
happiness. The new jobs generated will allow us to compete with the world.
Williamson, R. C., Raghnaill, M. N., Douglas, K. and Sanchez, D. (2015), Technology and
Australia’s future: New technologies, and their role in Australia’s security, cultural,
democratic, social and economic systems. Melbourne: ACOLA.
HRM IN PRACTICE Source: Michel, F. (2017), Treatment plan. HRM, http://www.hrmonline.com.au, September, pp. 18–19.
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
GUIDE TO THE TEXT xiii
HRM IN PRACTICE
‘Relentless focus’ leads Westpac to Beware the humble reference check Ch 6, p. 228
hit 50% women in leadership target Ch 2, p. 64
Preparing for the virtual interview Ch 6, p. 235
Job sharing – opportunities and
challenges Ch 2, p. 70 Lorna Jane receptionist job requires
physical measurements Ch 6, p. 239
FWO’s Food Precincts campaign
returns $471,904 in wages owed to Gamified induction Ch 7, p. 261
hospitality workers Ch 3, p. 91 The ‘only at Deloitte’ learning
Characteristics of employment, experience Ch 7, p. 264
Australia, August 2016 Ch 3, p. 93 Simulations in clinical teaching and
Fair Work Act 2009, s. 12 – the learning Ch 7, p. 270
dictionary Ch 3, p. 95 Energy workers get wearables for
Union no show at Commission as training Ch 7, p. 271
another agreement terminated Ch 3, p. 109 Aboriginal and Torres Strait Islander
Wage theft Ch 3, p. 112 mentoring programs Ch 7, p. 276
How to have great virtual teams Ch 5, p. 188 Injury prevention and management
at Gay’s Construction Ch 10, p. 459
Hilton named one of Australia’s best
companies for which to work Ch 5, p. 190 What does bullying in the workplace
look like? Ch 10, p. 465
Outside the box Ch 6, p. 202
Family matters Ch 10, p. 467
Indian Railways gears up for the
world’s largest recruitment drive Ch 6, p. 213 Preventing body stressing injuries Ch 10, p. 469
Outsourced recruitment: bad apples?Ch 6, p. 215 Mediation for North Sydney Council Ch 11, p. 488
Recruiters again urged to use social Core principles in negotiating Ch 11, p. 494
media cautiously Ch 6, p. 219 Cross-cultural disputes: the impact
So, you want to hire a digital native? Ch 6, p. 224 of language Ch 11, p. 502
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
xiv GUIDE TO THE TEXT 22 HRM IN CONTEXT
(Amazon, Webjet.com, Facebook, Expedia.com, Google, Microsoft, Alibaba) that trade online
throughout the world.
SIHRM now encompasses SHRM in multinationals (i.e. the impact of context and culture
on SHRM); comparative HRM (i.e. comparisons of HRM theories and practices in different
countries or regions); and the management of expatriates in different countries or regions. It
also explores a broad range of employee types – short-term assignments, repatriates (employees
FEATURES WITHIN CHAPTERS returning home from international assignments, especially the diaspora from China, Vietnam
and India), third country nationals (employees from neither the home nor host countries of
operation), locals working for global corporations, and self-initiated employees (people who
choose to work overseas to advance their skills and careers).43
HRM IN PRACTICE
In essence, SIHRM is concerned with the management of global workforces, including
features such as the choice and development of global leaders and global mindsets, global
employees and global HRM systems. Accordingly, SIHRM is now linked with sub-disciplines
Ch 12, p. 540
such as knowledge management, change management, managing joint ventures and
Valuing human capital – BT’s new HRM drivers
multinational work teams, the transfer of management systems, and the management of post-
initiatives Ch 12, p. 522 merger or post-acquisition processes, in regional and global contexts.44
Banking on strategic HR system
While these kinds of jobs and work regimens require some of the same HRM activities
as those in domestic operations, they also present more complex problems, including the
The most effective ways for digitisation Ch 12, p. 541
need for more sophisticated employee skills (e.g. language and cross-cultural); additional
organisations to retain workers Ch 12, p. 526 human resource development and career plans; complicated international remuneration and
performance management schemes; and a broader range of occupational health and safety
issues (e.g. stress, fatigue, terrorism and security threats, deep vein thrombosis) and associated
family issues. International perspective 1.1 presents an apparently counterintuitive approach to
talent management in some global corporations operating in China.
through the International M&A) purchases by Chinese firms’.45 Despite a reduction in its outbound investment during
the first half of year 2017, it is forecasted that the outstanding cross-border M&A activities will
reach an aggregated volume of $278 billion in 2018, and by 2019 the amount will hit $297.1
Perspective boxes. billion. Obviously, the increasing appetite for international M&As has pushed forward China’s
strategy and outcomes on moving towards a more dynamic, inclusive and sustainable economic
globalisation process.
INTERNATIONAL PERSPECTIVE
Managing talent in cross-border What makes Indian employees stay? Ch 7, p. 257
mergers and acquisitions in China:
going global Ch 1, p. 22 Managing employee performance
across borders Ch 8, p. 322
Fathers and care Ch 2, p. 61
Industry preferences of graduates
Employment relations in China Ch 3, p. 104 changing Ch 9, p. 361
The global context Ch 4, p. 132 Who’s top of the expat salary pack in
Asia? Ch 9, p. 420
Employment opportunities in the
Middle East Ch 4, p. 143 Australian and International
Standards Ch 10, p. 472
260 HRM STRATEGIES, SYSTEMS AND PROCESSES
practitioner with the Professional a checklist compels the manager and the HR manager to pay more attention to each new
employee at a time when personal attentiveness is critical to building a long-term relationship.
However, as mentioned earlier, it is important that the checklist does not become the only
Tip boxes. element, or the focus, of the induction program. The checklist is a helpful tool to assist in
ensuring that all items are covered and to keep the induction focused.
The key to successful induction is to plan and organise the induction in advance as well as
ensure staff are trained in the importance of staff induction and how to conduct the program.
Those who plan induction programs often expect new employees to immediately familiarise
PROFESSIONAL TIP themselves with all types of detailed and assorted facts about the organisation. However, while
there are many things that a new employee should know, most of them can be learnt over a
period of time and in a series of meetings. It is customary to initially provide information about
Key HRM issues Ch 1, p. 33 Key HR roles and competencies Ch 4, p. 125
matters of immediate concern, and then to ensure that a structured program follows, conducted
over days or weeks.
New employees should have a clear understanding of the job, organisational requirements
Collecting data Ch 2, p. 65 Community meetings and events
and any other important matters. The initial emphasis should be on the one-to-one or teamCh 4, p. 156
relationship necessary to give a new person a sense of belonging. During this initial period,
Understanding the Fair Work Act Key HR roles and competencies Ch 5, p. 166
the new employee is provided with a significant amount of information in order for them to
understand their role and the organisation. Many Australian firms now have this information
2009 Ch 3, p. 107 readily available on their intranet system. Induction sessions should be supplemented with a
Reviewing job descriptions Ch 5, p. 182
kit of materials that new employees can read at their leisure. The induction program does not
have to be based on endless supplies of policies and checklists. It can also be interactive and
exciting, making use of digital technology. For example, Bajaj Finserv, voted as one of the best
companies to work for in India, uses a gaming induction program, based on Formula One
racing, to teach new employees about the organisation.5
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
GUIDE TO THE TEXT xv
PROFESSIONAL TIP
Key HR roles and competencies Ch 6, p. 202 Key HR roles and competencies Ch 10, p. 442
Is there any hope for the interview? Ch 6, p. 237 Who should carry out drug and
alcohol testing procedures? Ch 10, p. 471
Key HR roles and competencies Ch 7, p. 255
Analysing WHS issues Ch 10, p. 473
Use a checklist Ch 7, p. 260
Key HR roles and competencies Ch 11, p. 481
Needs analysis Ch 7, p. 266
26 HRM IN CONTEXT
Understand the changing HRM will require far more complex and contingent approaches to the structuring of organisations
and the development of appropriate work cultures than have been used formerly. New
boxes. ‘the blurring of personal and work lives’ and demand new approaches to employment contracts,
job design, office space utilisation, learning and development, and performance recording and
evaluation, to mention just a few areas.56
In response to these challenges, new forms of employee benefits and rewards have begun to
emerge, including variable leave entitlements and greater flexibility in attendance requirements
and work–life balance opportunities. As examples of these new benefits and rewards trends,
pharmaceutical company MDA provides ‘green’ bonuses to employees who choose to use public
transport or ride to work; Ernst & Young offers free personal financial planning services to its
employees; Cotton On allows staff to bring their pets to the office on specific days; Patagonia
encourages its employees to ‘go surfing’ at lunch time; Netflix and Virgin have ‘unlimited
leave’ provisions for some of their staff; and Telstra and GE employees can ‘buy out’ extra leave
weeks.57 HR specialists have a major role to play in ensuring that an organisational culture
conducive to the achievement of overall strategic objectives is developed and maintained.
The gig economy, virtual workplaces The new MOOCs: the Netflix way Ch 7, p. 278
change towards the achievement of desirable organisational objectives are broad and all-
inclusive, involving the development of an ‘HR architecture that aligns different employment
and digital disruption Ch 1, p. 26 modes, employment relationships, HR configurations and criteria for competitive advantage’.58
Is this the future of performance
Insecurity vs security Ch 3, p. 85 management? Ch 8, p. 317
Employment projections for future The future of reward management Ch 9, p. 389
Australian industry sectors and jobs Ch 4, p. 137
The future of work and WHS Ch 10, p. 446
A day in the life of 2035 Ch 5, p. 191
Conflict resolution by BOTS: humans
A résumé tracking bot Ch 6, p. 226 no longer needed Ch 11, p. 496
Unilever Ch 6, p. 242 Employers and the gig workforce Ch 12, p. 534
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
4 HRM IN CONTEXT
ICONS
ASEAN Economic
Community (AEC) countries – Indonesia, Malaysia, the Philippines, Singapore, Thailand, Vietnam, Lao PDR,
A regional trade Myanmar, Cambodia and Brunei Darussalam – excluding Australia. Both developments pose
grouping of 10
ASEAN countries,
potential challenges and opportunities for HR professionals in local organisations with global
excluding Australia or regional operations.
highlight topical HRM issues Globalisation Korean peninsula, have also provided both challenges and opportunities for global business and
the management of workforces. Demographic factors such as the ageing workforces of most
throughout each chapter. developed countries (the United States, United Kingdom, Australia, Canada, New Zealand,
Singapore and in Europe), but younger workforces in emerging nations like Indonesia and
India, pose different business and SHRM challenges; as do rising education levels in many
countries and regions, combined with diverse expectations of jobs and workplaces from
different generations.
Fourth Industrial called ‘Fourth Industrial Revolution’ (FIR, or Industry 4.0) is the digital transformation in society
Revolution (FIR, EVOLUTION OF STRATEGIC HUMAN RESOURCE MANAGEMENT CHAPTER 1 41
and business that involves an interface between technologies in the physical, digital and
At the end of each chapter you’ll find several tools to help you to review, practise and extend
or Industry 4.0)
Interface between SUMMARY
biological disciplines. It involves the ‘transformation of systems of production, management
physical, digital and governance’. Emerging technologies,
field ofsuch as artificial intelligence, robotics,MANAGEMENT
machine
1
SHRM is a complex and rapidly changing practice
EVOLUTION inOF
industry.
STRATEGICDespite
HUMAN itsRESOURCE
comparatively recent CHAPTER 1 41
74 HRM IN CONTEXT
• Fourth
‘hard’Model
HRM 20 • psychological
strategic
• AHRI Industrial Revolution
of Excellence (FIR,29or
(MoE) • ‘soft’ HRMinternational
20 contract human
12 resource
74 • Industry
•
HRM IN CONTEXT HRM community
ASEAN 4.0) 4 32
Economic Community (AEC) 4 management
• resource-based
strategic human(SIHRM)/strategic
resource
view 13 global
(RBV)management
• globalisation
• HRM ethics 34
employment 3
relationship 12 humancontract
(SHRM)
• social resource
8 12management (SGHRM) 21
• ‘hard’
• humanHRM
Fourth resource
20 management
Industrial Revolution (FIR,(HRM)
or 3 • ‘soft’
• Trans-Pacific
strategic 20 Partnership
HRMinternational (TPP2)
human 4
resource
• HRM
• legal community
contract4 12 32 • management
unitarist 19 (SIHRM)/strategic global
b Industry
What are4.0)the main human resource implications •of women’s strategic human
increased resource
workforcemanagement
participation?
• HRM
• pluralist 19 343
ethics • human
work-readiness
resource (employability) 5
management (SGHRM) 21
c globalisation
How are organisations responding? (SHRM) 8
b What are the main human resource implications of women’s increased workforce participation?
• human resource
20 management (HRM) 3 • Trans-Pacific Partnership (TPP2) 4
• Develop your knowledge of topical HRM
‘hard’ HRM strategic international human resource
EMERGING ISSUES
c How
•3 HRM
legal
are organisations
Ageing workforce
contract
community 12 32
responding?
• management
unitarist 19 (SIHRM)/strategic global
pluralist
•TheHRM 19 population
ethics
Australian 34 and workforce are ageing.• human work-readiness
resource(employability) 5
management (SGHRM) 21
13 Globalisation
Ageing workforce
issues with the Emerging Issue •a human
•
Why is this
EMERGING ISSUES
Globalisation
b legal
resource management
an important
The Australianofpopulation
are thebusiness
Whatcontract 12
advantages has
issue (HRM)
andbecome
of an ageing
3 resource
for human
workforce are ageing.
a reality,
• managers
Trans-Pacific
with •theunitarist
workforce? economic
Partnership (TPP2) 4
to consider?
19interconnectedness of nations and
a Why is this an important issue for human resource managers to consider?
questions linked to the icons throughout •their organisations
c pluralist
What 19
changes facilitated
within by new
workplaces technologies
might need to be •and an increasing
work-readiness
introduced number of older
(employability)
to accommodate trade agreements
5 workers?
b Globalisation
What countries
1between are the advantages
and regions. of an ageing workforce?
ac4 Visit
What changes
Flexibility
the ASEAN within workplaces
Economichas Community
mightwebsite
need to(http://asean.org/asean-economic-community)
be introduced to accommodate older workers?
with the economic interconnectedness of nations and
EMERGING ISSUES
Globalisation of business become a reality, and
the chapters. their consider
4Thealso
increasing
Flexibility
1between
Globalisation
the
the
organisations positive and
facilitated
flexibility
possible
countries
negative
of the
challenges
and
implications
by employment
new technologies for labour
and an may
relationship mobility
increasing
suggestacross
number the ASEAN
of trade
positives
regions. for Australian organisations wishing to expand to the region.
region, andfor
agreements
and negatives
employers and employees.
The increasing flexibility of the employment relationship may suggest positives and negatives for
a a Visit
Whatthe
Globalisation areASEAN
the Economic
of business
pros andhasconsCommunity
become website
a reality,
of flexible work (http://asean.org/asean-economic-community)
with the economic
arrangements for (i)interconnectedness
employers and managers, andand
of nations and
(ii)
2employers
New
consider
technology
and employees.
the positive
–andthenegative
Fourthimplications
Industrial Revolution
their organisations
employees? facilitated by new technologiesforand labour mobility across
an increasing number the ASEAN
of traderegion, and
agreements
a What
The Fourth are the prosRevolution
Industrial and cons of(FIR)flexible work
is the arrangements
digital transformation for (i)
in employers
society andand managers, and (ii)
also
between the possible
countries challenges
and regions. for Australian organisations wishing to expand tobusiness that involves
the region.
• Examine the Ethical Challenge scenarios a
2
employees?
an interface
ETHICAL CHALLENGE
applications
consider
betweenEconomic
Visit the ASEAN
New technology
include
the
technologies
–and
driverless
positive Fourth
in the physical,
Community
thenegative
website digital
Industrial
trucks and Revolution
cars, implications trains,
for
and biological disciplines. New technological
(http://asean.org/asean-economic-community)
labour‘cashier-less’
mobility across shops, and robotic
the ASEAN
and
doctors,
region, and
ETHICAL CHALLENGE
Work hours andmechanics,
pay ratesconstruction
and consider the ethical implications of
lawyers,
The Fourth
also farmers,
the Industrial
possible Revolution
challenges (FIR)
for is theworkers,
Australiandigital tutors, insurance
transformation
organisations wishing toagents
in society
expand and
and bank
tobusiness
the tellers, among
that involves
region.
many
an others.
Youinterface
have been Significant
between
asked workplace
technologies
torates changes,
in the to
provide advice and
physical,
a fellow the
digital replacement
and who
student biologicalof (particularly)
worksdisciplines. low and medium
New technological
in a restaurant on weekends
Work hours and pay
2 andNew
skilled jobs
applications
feels technology
byinclude
robots,by
pressured –their
are the Fourth
anticipated.
driverless bosscars, Industrial
trucks
to work Revolution
and hours
longer trains,than
‘cashier-less’
they wish. In shops, and robotic
discussion doctors,
with your fellow
theories and practices covered in the You have been asked to provide advice to a fellow student who works in a restaurant on weekends
lawyers,
student,
The Fourth farmers,
you also mechanics,
realise
Industrial that construction
Revolution the student
(FIR) workers,
is theis possibly
digital tutors, insurance
not being
transformation paid agents
the
in society
and feels pressured by their boss to work longer hours than they wish. In discussion with your fellow
many others. Significant workplace changes, and the replacement of
and
correct
and bank tellers,
hourly
business
(particularly) low
rate. among
that You
and medium
also
involves
ansuspect the between
interface student istechnologies
already working in themore hoursdigital
physical, than their visa allows.
and biological disciplines. New technological
chapter.
student, you also realise that the student is possibly not being paid the correct hourly rate. You also
skilled
1 Howjobs
applications byinclude
would robots, are anticipated.
you advise the student
driverless cars, about
truckstheir
andinitial
trains,request to refuse shops,
‘cashier-less’ more hours of work?doctors,
and robotic
suspect the student is already working more hours than their visa allows.
2 Whatfarmers,
lawyers, other issues does theconstruction
mechanics, conversation raise? tutors, insurance agents and bank tellers, among
workers,
1 How would you advise the student about their initial request to refuse more hours of work?
3 Would
many youSignificant
others. raise theseworkplace
issues withchanges,
your fellowandstudent, or keep them
the replacement to yourself? What
of (particularly) would
low and you
medium
2 What other issues does the conversation raise?
sayjobs
skilled and bydo?robots, are anticipated.
3 Would you raise these issues with your fellow student, or keep them to yourself? What would you
say and do?
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
xvii
MINDTAP
Premium online teaching and learning tools are available on the MindTap platform – the
personalised eLearning solution.
MindTap is a flexible and easy-to-use platform that helps build student confidence and gives you
a clear picture of their progress. We partner with you to ease the transition to digital – we’re
with you every step of the way.
The Cengage Mobile App puts your course directly into students’ hands with course materials
available on their smartphone or tablet. Students can read on the go, complete practice quizzes
or participate in interactive real-time activities.
MindTap for Nankervis’ Human Resources Management is full of innovative resources to support
critical thinking, and help your students move from memorisation to mastery! Includes:
• Human Resources Management 10th edition eBook
• Revision quizzes, video quizzes, concept clips, what would you do? scenarios and more!
MindTap is a premium purchasable eLearning tool.
Contact your Cengage learning consultant to find out how
MindTap can transform your course.
INSTRUCTOR’S MANUAL
The Instructor’s Manual includes:
• learning objectives • tutorial activities
• chapter outlines • answers to case studies
• key questions • websites and readings
• sample responses to emerging issue
questions, ethical challenges and tutorial
activities
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
xviii GUIDE TO THE ONLINE RESOURCES
POWERPOINT™ PRESENTATIONS
Use the chapter-by-chapter PowerPoint presentations to enhance your lecture presentations
and handouts to reinforce the key principles of your subject.
MINDTAP
MindTap is the next-level online learning tool that helps you get better grades!
MindTap gives you the resources you need to study – all in one place and available when you
need them. In the MindTap Reader, you can make notes, highlight text and even find a definition
directly from the page.
If your instructor has chosen MindTap for your subject this semester, log in to MindTap to:
• Get better grades
• Save time and get organised
• Connect with your instructor and peers
• Study when and where you want, online and mobile
• Complete assessment tasks as set by your instructor
When your instructor creates a course using MindTap, they will let you know your course key so
you can access the content. Please purchase MindTap only
when directed by your instructor. Course length is set by
your instructor.
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
xix
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
xx PREFACE AND AHRI ENDORSEMENT
At the global level, the volatility of political and economic environments provides
organisations across the world with new and unexpected threats and opportunities. These are
illustrated by such diverse developments as the election of President Donald Trump in the
United States and the challenges posed by North Korea; the contested withdrawal of the
United Kingdom from the European Union following the Brexit referendum; the formation
of the ASEAN Economic Community (AEC); the continuing rise of China and India; frequent
leadership changes in Australia and elsewhere, and constantly fluctuating currencies and stock
markets.
While it is difficult to predict, there are indications that HRM theories will need to
incorporate stronger environmental, social responsibility and ethical dimensions (‘green
HRM’, ‘sustainable HRM’ and ‘responsible HRM’) as communities and workers demand that
organisations respond more strategically to these global challenges. In an increasing ‘war’ for
talent, organisations that fail to respond will find it difficult to compete as employer branding in
these dimensions becomes more imperative for choosy younger workers. In many organisations,
HRM professionals are (or will become) the catalysts for such challenges. In addition, given the
monumental changes to jobs, skills and entire workplaces associated with Industry 4.0, HRM
professionals will need to focus more intensively on proactive human resource planning, global
and local environmental scanning, devolving many of their traditional functions (attraction
and retention, learning and development, performance and rewards management) to line
managers and/or outsourcing to external service providers, and using artificial intelligence or
robotic technologies to augment them. The increasing use of big data and more sophisticated
human resource information management systems (HRIMS) will become mandatory for these
purposes, as well as stronger accountability for their strategies, processes and outcomes.
The roles of HRM professionals are also likely to become more fragmented, with
emphases on functional specialists (e.g. attraction and retention consultants, reward specialists,
learning and development experts) and ‘fair work’ counsellors who monitor and enforce
compliance with legal and industrial relations regulations and processes. Such new HRM
roles may be undertaken both within organisations and externally. With respect to traditional
HRM functions, the demands of Industry 4.0 are likely to transform attraction and selection
systems via the use of chatbots, computer-aided selection processes and social media; learning
and development is likely to comprise blended, self-paced packages on demand; job and
performance management criteria may emphasise soft skills over specific technical competence
and capabilities; while, increasingly, rewards and benefits are likely to be individualised rather
than generalised, dependent on mutually agreed outcomes. Multiple (internal and external)
careers will become the norm.
The challenge for the HRM profession and its practitioners is to understand the avalanche
of forthcoming changes; to develop flexible long-, medium- and short-term strategies and plans
to accommodate them based on available data; to collaborate with line managers, outsourced
and in-sourced service providers and (where appropriate) unions in order to deliver responsive,
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
PREFACE AND AHRI ENDORSEMENT xxi
responsible and cost-effective HRM systems; and to account for their effectiveness in terms
that reflect business imperatives. As Peter Wilson, National President of the Australian Human
Resources Institute (AHRI) suggests, it is important to ‘measure and reward the execution of
HRM service delivery that optimises human relationships and a more positive culture … (and)
secures a more responsible operation that safeguards brand and reputation’.3
Our goal in this 10th edition of HRM Strategy and Practice is to provide students of HRM
with the capacity to understand and act within this new context, and to become capable and
ethical HRM practitioners and leaders across the range of HRM functions.
Alan Nankervis, Marian Baird, Jane Coffey and John Shields
ENDNOTES
1 Ford, M. (2018), Architects of intelligence: The truth about artificial intelligence from the people building it. New York: Pacht Publishing.
2 Schwab, F. (2015), The Fourth Industrial Revolution:What it means and how to respond. Geneva: WEF.
3 Wilson, P. (2019), Ethics 4.0: An HR guide to shaping modern ethics. hrmonline.com.au, December/January, p. 6.
AHRI endorsement
AHRI is pleased to endorse this textbook as a key HR reference for students. The book is a
set text for the AHRI Practising Certification Program (APC), a program equivalent to AQF
8 postgraduate level. Familiarity with the 17 behaviours and capabilities set out in the AHRI
Model of Excellence (MoE) is a central part of the APC, and this updated 10th edition of the
textbook examines each of the 17 attributes of the MoE in detail. The APC is a mandatory
requirement for HR practitioners seeking AHRI certification.
The Australian Human Resources Institute (AHRI) is the national association representing
human resource and people management professionals. AHRI leads the direction and fosters
the growth of the HR profession through actively setting standards, building capability and
providing a certification credential for the profession. Through its international affiliations and
its close association with Australian industry and academia, AHRI ensures that its members
are given access to a rigorous world class professional recognition framework and professional
development opportunities. Professional, Graduate, Affiliate, Organisation and Student
memberships are available through the Institute. Find out more and how to become a member
at http://www.ahri.com.au.
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
xxii
Marian Baird, AO, BEc (Hons), Grad. Dip. Ed., PhD (Sydney), is Professor of Gender and
Employment Relations, Co-Director of the Women, Work and Leadership Research Group,
and Head of the Discipline of Work and Organisational Studies at the University of Sydney
Business School. Marian is a highly recognised academic in the fields of industrial relations,
human resource management and work and family. She is the recipient of several major research
grants from funding bodies, including the Australian Research Council and state and federal
governments, to explore critical aspects of women’s working lives, the ageing workforce, and
the impact of regulatory change across the public and private sectors. She is the Co-editor
in Chief of the Journal of Industrial Relations, and has published extensively in national and
international journals. Marian has contributed to numerous government review panels on
gender equality, discrimination and parental leave.
Jane Coffey, BA (Soc.Sc.), Grad Dip., M.Comm, PhD (Perth), is a senior lecturer with the
School of Management within the Faculty of Business and Law, Curtin University. She has
held numerous positions within the faculty and university, including International Academic
Director, Deputy Head of School, Discipline Leader and Course Coordinator, HRM and
industrial relations. Throughout her academic career, she has developed, managed and taught
a range of HRM and industrial relations programs throughout Australia and South-East Asia.
Jane has actively contributed to the last four editions of this textbook. She researches and
publishes in the areas of career expectations of Generations X and Y and career attraction and
retention issues within the performing arts.
Jane also has significant corporate professional experience, having operated a highly
successful HR consultancy business prior to joining Curtin University. She specialised in
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
ABOUT THE AUTHORS, CONTRIBUTORS AND ACKNOWLEDGEMENTS xxiii
providing support and advice to the public sector, and she maintains a significant consultancy
profile in this area with the university. She also conducts and facilitates workshops throughout
Australia.
Acknowledgements
The authors wish to acknowledge the long-standing contribution made by Professor
Leigh Compton to previous editions of this text. Cengage joins them in extending our
appreciation to Professor Compton whose contribution as an author over seven of the
previous editions has helped make this text a standard for presenting HRM knowledge in
the Asia Pacific region.
Our sincere gratitude and appreciation are expressed to the following colleagues who have
added inestimable value and quality to this new edition:
• Dr Ros Larkin, University of Newcastle
• Ms Ann Arnold, Australian Broadcasting Commission
• Dr Alan Montague, RMIT University
• Cec Pederson, University of Southern Queensland
• Dr Di Fan,Victoria University
• A/Prof. James Reveley, University of Wollongong
• Senior Honorary Fellow Joy Peluchette, University of Wollongong
• Louise Ingersoll, University of Western Sydney
• Julie McGowan, Whitireia New Zealand
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
xxiv ABOUT THE AUTHORS, CONTRIBUTORS AND ACKNOWLEDGEMENTS
• Gaby Grammeno for research and practical assistance with Chapter 10 on work, health
and safety.
• Peter Vlant and Lyle Potgieter (PeopleStreme) for providing commercial research
information on HRM evaluation, and for contributing their research to Chapter 12.
• Prikshat Verma (Australian Institute of Business, Adelaide) for research assistance.
We are immensely grateful to (in no particular order) Laura Di Iorio, James Cole and,
of course, Dorothy (‘the dinosaur’) Chiu, of Cengage, for their continuing encouragement,
support, professionalism and maintenance of strict deadlines.
Cengage and the authors would like to thank the following reviewers for their incisive and
helpful feedback:
• Fiona Edgar – University of Otago
• Youqing Fan – Western Sydney University
• Jane Jones – Flinders University
• Sarah Kim – RMIT University
• Malliga Marimuthu – Charles Darwin University
• Michael Muchiri – RMIT University
• Leigh-ann Onnis – James Cook University
• Geoff Plimmer – Victoria University of Wellington
• Ancy Ramasamy – Victoria University
• Shuang Ren – Deakin University
• Beth Tootell – Massey University
• Richa Vinod – Murdoch University
Every effort has been made to trace and acknowledge copyright. However, if any infringement
has occurred, the publishers tender their apologies and invite the copyright holders to contact
them.
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
Another random document with
no related content on Scribd:
LES TRAITRISES DE PUCK
II
D’un buisson d’azalées, Puck sortit, habillé de deux feuilles de
trèfle jointes ensemble par des fils de la vierge ; il est si petit, que ce
costume lui était un peu large ; pour bonnet de fou, un volubilis des
haies, où tremblait, ainsi qu’une clochette, un bouton d’or mi-clos.
— Yolaine, dit Puck en riant comme un nid, pourquoi te désoles-
tu si fort ?
— Mon seul amour s’en va, et je ne puis le suivre.
— Ton amour est-il ce beau jeune homme, en armure d’argent,
les ailes d’un alérion de neige éployées à son casque, qui
chevauche là-bas, sur une cavale blanche ?
— C’est lui-même. Ses yeux sont bleus comme le ciel et il a les
cheveux couleur de la nuit.
Puck agita la ramille d’aubépine qui lui tient lieu de marotte.
— Quand c’est mon plaisir, Yolaine, la tortue paresseuse
devance les nuages, et les emportés étalons, soudainement ralentis,
courent moins vite que le scarabée qui met toute une heure à
traverser la feuille d’un platane. Yolaine, suis ton amour, sans
inquiétude. Où il va, tu arriveras en même temps que lui.
Tandis que Puck rentrait dans le buisson d’azalées, Yolaine se
mit en marche ; les cailloux où elle posait ses petits pieds chaussés
de satin et de perles, disaient dans un joli bruit : « Merci, petits pieds
d’Yolaine. »
III
IV
Quand la nuit fut tout à fait venue, il marcha vers la mer. Une
barque était là, il y entra, rompit l’amarre, rama de ses bras forts
vers le large ; l’acier de son armure, dans le va-et-vient du corps,
reluisait sous les étoiles. Où allait-il ? Quel voyage le tentait dans les
ténèbres ? Las de fatigues guerrières, avait-il conçu le dessein de se
reposer dans l’une des îles miraculeuses où de belles fées
caressent de leurs mains légères, éventent avec de grandes feuilles
vertes, les chevaliers endormis ? Ou bien, instruit de quelque
injustice sous des cieux très lointains, avait-il résolu, fidèle à sa
mission, de faire luire, là-bas, parmi les mensonges et les traîtrises,
la tranchante équité de l’épée ? Non, il voulait achever son œuvre de
ce jour, incomplète encore. L’enchanteur gisait sans vie, le château
renversé se dressait comme l’énorme et glorieux sépulcre de tant de
chevaliers vaincus par trahison ; c’était bien ; ce n’était pas assez ! Il
fallait que l’arme lâche, avec laquelle on frappe de loin, disparût pour
toujours, ne pût jamais être retrouvée. Il avait d’abord songé à la
briser ; mais un méchant homme en aurait pu ramasser les
morceaux, aurait pu faire une arme semblable, d’après les débris
rassemblés. La cacher sous la terre ? Qui savait si quelqu’un, un
jour, par hasard, ne l’eût pas déterrée ? Le plus sûr, c’était de la
jeter, la nuit, dans la mer, loin des rivages ; c’est pourquoi il ramait
vers le large. Quand il fut loin de la rive, très loin, quand il fut certain
qu’il ne pouvait plus être vu, quand lui-même il ne vit plus rien, sinon
l’immensité de l’onde et l’immensité du ciel, il se dressa, prit dans sa
droite l’arme diabolique, cracha dessus, et la lança dans la mer, où
elle s’enfonça très vite. Puis il resta pensif, sa hautaine stature, que
blanchissaient les étoiles, lentement remuée par le balancement des
flots, il ne se sentait point paisible, malgré ce qu’il avait fait. Il se
disait qu’un jour ou l’autre, dans un avenir proche ou lointain, on
s’aviserait peut-être d’inventer des appareils semblables à celui qu’il
avait précipité dans les flots ; il avait, lui, le preux, qui se réjouissait
des lances rompues dans la rencontre des palefrois, des entre-
choquements lumineux des glaives, des poitrines affrontant les
poitrines, des rouges blessures proches des bras qui les firent, il
avait la sombre vision d’une guerre étrange, où l’on se hait de loin,
où ceux qui frappent ne voient pas ceux qu’ils frappent, où le plus
lâche peut tuer le plus brave, où le traître hasard, dans de la fumée
et du bruit, dispose seul des destinées. Alors, considérant Durandal,
qui étincelait sous les étoiles, Roland pleura, pleura longtemps ; et
ses larmes tombaient une à une sur l’acier loyal de l’Épée.
LA PETITE FLAMME BLEUE
Oui, bel enfant, dit la fée, grâce à la petite flamme bleue que je
t’ai mise au front, tu pourras triompher de toutes les ténèbres, tu
entreras enfin, après beaucoup d’efforts, dans le jardin miraculeux
de la Joie et des Rêves, qui ouvre, de l’autre côté de l’ombre, sa
porte de diamant. Là, tu vivras éternellement heureux, ayant oublié
les tristesses du monde obscur, respirant un air subtil fait de l’âme
des roses et de la claire haleine des étoiles ; et d’angéliques lys, par
milliers, seront les encensoirs de ta gloire. Va donc, à travers les
périls, va sans crainte et sans doute ; aucune puissance humaine ou
diabolique ne saurait t’empêcher de parvenir à ton but, si tu
conserves, toujours allumée, la petite flamme bleue. Mais si elle
s’éteignait, — garde-toi de la laisser s’éteindre ! — tu serais
enveloppé, tout à coup, d’une nuit profonde, et, marchant à tâtons,
te heurtant à d’invisibles murs, roulant dans des précipices
imprévus, tu ne retrouverais jamais plus la route de l’incomparable
Jardin.
L’enfant remercia la bonne fée du présent qu’elle lui avait fait et
des conseils qu’elle lui donnait ; il se mit en chemin par un sentier de
fleurs, qu’ensoleillait la matinée. La flamme bleue qu’il avait au front
était plus lumineuse que le jour.
II
Une nuit, les quatre vents, des quatre coins du ciel, se mirent à
souffler à la fois ! Ce fut une si terrible tempête, sur la terre et sur la
mer, que les toits des maisons ruinées s’envolaient ainsi que des
nids d’oiseaux et que les plus grands navires, voiles arrachées et
mâts rompus, tournaient dans l’air comme une toupie sous le fouet
d’un enfant. Aucun chêne ne résista à la poussée furieuse des
souffles. On entendait, parmi les rafales, des craquements énormes,
à cause des forêts qui se couchaient sur le sol plus vite qu’une
herbe foulée aux pieds ; l’effondrement des montagnes roulait en
torrents de sapins et de rocs ; et la nuit était noire parce que la
tempête avait éteint toutes les étoiles. Vous pensez si l’enfant eut
peur pour la petite flamme bleue ! Certainement, elle ne pourrait pas
résister, si chétive, à l’acharnement des vents. Réfugié dans la
crevasse d’un mont qui ne s’était pas encore écroulé, il essayait,
joignant les mains, de la garantir, autant que possible, de la forcenée
bourrasque ; mais un redoublement de tempête s’engouffra dans le
creux de la roche ; il fut renversé, tomba sur les pierres, défaillit, le
front saignant. Quand il sortit, le lendemain, de pâmoison, il se prit à
pleurer. Le moyen d’espérer que la jolie lueur n’était pas morte dans
cette nuit formidable où les astres eux-mêmes avaient cessé de
briller ? Mais il vit, à travers ses larmes, un reflet tremblant de clarté
sur un marbre tombé là. O adorable prodige ! Il avait toujours au
front la petite flamme bleue.
Quelques semaines plus tard, par une tiède matinée de juin, —
marchant toujours vers le jardin de la Joie et des Rêves, — il
traversait une vaste plaine où il n’y avait pas une maison, pas un
arbre. Il s’étonna d’apercevoir, au loin, vers la ligne de l’horizon,
quelque chose de long, de sombre et de lisse, avec des blancheurs
par endroits, qui s’avançait peu à peu, comme un rempart vivant
détaché du ciel, dans un profond et grossissant murmure. Il ne tarda
pas à reconnaître que, ce qui s’approchait, c’était une masse
énorme d’eau ! Une inondation, telle que jamais encore il n’y en avait
eu de pareille, envahissait irrésistiblement la plaine ; et toute la terre,
dans un instant, ne serait plus qu’une mer immense. L’enfant
trembla de peur ; non pas pour lui-même, mais pour la petite
flamme. Elle serait vaincue par l’onde, si elle avait été victorieuse du
vent. Il se mit à fuir, courant à perdre haleine. Vainement. Le flux
énorme le suivait, le suivait, le gagnait de vitesse, l’atteignit,
l’emporta. Pendant bien des heures, — tantôt surnageant, tantôt
couvert par l’humide lourdeur, — il fut une épave roulant dans l’eau
qui coule ; et, quand l’inondation eut atteint un désert brûlant dont les
sables la burent, quand il fut couché sur les fleurs d’une oasis, il
sanglota, navré de n’avoir point péri. Car, cette fois, c’en était fait, il
était sûr de ne plus avoir la douce lueur au front. Elle avait dû
s’éteindre, à jamais, dans la froideur de l’eau. Il poussa un cri de
joie. Là, dans la flaque d’un creux de sable, tremblait un reflet d’or et
d’azur. Elle vivait toujours, la petite flamme bleue !
Dès lors il connut le bonheur de l’espoir sans trouble et de la
certitude. Ayant répudié tous les doutes, il marcha fièrement à la
conquête de son rêve. Puisque la vivace clarté avait triomphé de la
rafale et des flots, il était sûr d’entrer dans le miraculeux Jardin qui
ouvre, de l’autre côté de l’ombre, sa porte de diamant.
IV
Après avoir traversé toutes les villes et toutes les solitudes, après
avoir défié des ténèbres plus denses que la poix et des incendies
plus furieux qu’un coucher du soleil, il s’arrêta, ébloui, car il voyait
enfin, lumineuse et diaphane, la porte diamantine. Il était arrivé ! il
allait pénétrer dans l’auguste paradis de la Joie et des Rêves ; là, il
vivrait éternellement heureux, ayant oublié les tristesses du monde
obscur, respirant un air subtil fait de l’âme des roses et de la claire
haleine des étoiles ; et d’angéliques lys, par milliers, seraient les
encensoirs de sa gloire.
Comme il pressait le pas, il tourna la tête, à cause d’un petit rire.
Une jeune femme lui faisait signe, à demi nue sur un lit d’herbes
fleuries, montrant, dans toute sa blancheur grasse, une bouche
pareille à une rose un peu grande et des bouts de seins, pareils à
deux petites roses.
— Eh ! bel enfant, dit-elle, que vous avez donc là, au front, une
jolie flamme bleue !
— Oui, dit-il, elle est jolie.
— Vous ne savez pas ce que vous feriez si vous étiez courtois et
complaisant comme il faut l’être avec les dames ?
— Que ferais-je ? demanda-t-il.
— Vous me laisseriez regarder de plus près cette petite lueur ; et,
pour prix, je vous donnerais un baiser de ma bouche sur votre front.
Il n’est rien de plus agréable que les baisers que je donne.
L’enfant ne vit aucun inconvénient à faire ce que voulait la jeune
femme demi-nue. Quel péril y avait-il à laisser admirer, par cette
belle créature sans méchanceté l’invincible lumière qui avait
triomphé des bourrasques et de l’eau furieuse ? et il se sentait
doucement ému à cause de l’espoir du baiser.
Il inclina son front pour qu’elle y mît sa bouche, pour qu’elle
regardât à son aise la clarté d’or et d’azur.
De son côté, elle s’approchait, souriante, ouvrant ses lèvres
roses.
O délicieux instant ! Mais sous le souffle de la jeune femme,
pendant le baiser, la petite flamme bleue s’éteignit. Et, tout à coup, le
voyageur fut enveloppé d’une nuit profonde. Et depuis bien des
années il se lamente, marchant à tâtons, se heurtant à d’invisibles
murs, roulant dans des précipices imprévus. Et jamais plus il ne
retrouvera la route de l’incomparable Jardin.
MARTINE ET SON ANGE
II
III
IV
Après une valse, ce fut une autre valse, une autre, une autre
encore ! Avant chacune, « la dernière ! pensait Martine, puis je m’en
irai mourir. » La musique recommençait ; l’enfant n’avait pas la force
de s’éloigner. Elle avait des remords, certainement, mais des
remords qui dansaient avec elle. Pourtant, quand minuit sonna, elle
réunit tout son courage. Elle ne resterait pas une minute de plus !
Elle reprendrait sa place dans le lit mortuaire ! Comme elle sortait du
bal, elle se trouva en face d’un jeune homme si beau qu’elle n’avait
jamais rêvé qu’il en pût exister de pareil. Et ce n’était pas un paysan,
ni l’un des seigneurs des châteaux voisins, mais le roi lui-même qui,
revenant cette nuit-là d’une chasse où il s’était égaré avec quelques
courtisans, avait fait halte devant la ferme pour voir comment se
divertissent les gens de la campagne. A l’aspect de Martine, il
demeura ébloui, — jamais il n’avait admiré à la cour une princesse
aussi belle que cette fillette des champs, — et il devint tout pâle
tandis qu’elle devenait toute rose. Après un silence, où ils
achevèrent de s’éprendre l’un de l’autre à un point qu’on ne saurait
dire, le roi n’hésita pas à s’écrier que son cœur était fixé pour
toujours, qu’il n’aurait point d’autre femme que cette exquise
bergère. Il ordonna qu’on fît approcher un carrosse où elle prendrait
place pour venir à la cour. Hélas ! Martine, délicieusement émue, ne