Effective management of human resources is essential to the success of any organization. In this authoritative, sophisticated and engaging new text on Human Resource Management, an international team of leading analysts guides the advanced student through this fundamental discipline of management in all its complexity.
The book explores all the central themes and concepts of HRM theory and practice, and introduces the most important issues influencing contemporary practice in a wide range of organizational contexts. It systematically examines the main functional areas of HRM, and engages with a number of key contemporary issues for both scholars and practitioners. Topics covered include:
Strategic HRM
Ethics in HRM
Knowledge management
HRM and performance
Outsourcing and implications for HRM
HRM in small and medium enterprises
Key functional areas of HR practice
International HRM
Adopting a critical perspective throughout that challenges the student to examine closely the fundamental purpose and practices of HRM, this book is essential reading for all serious students of Human Resource Management and for any HRM professional looking to deepen his understanding of the subject.
TABLE OF CONTENTS -- Chapter 1. Human resource management: a critical approach. David G Collings, Geoffrey T. Wood and Leslie T. Szamosi -- PART I - Chapter 2. HRM in changing organisational contexts. Phil Johnson and Leslie T. Szamosi - Chapter 3. Strategic HRM: a critical review. Jaap Paauwe and Corine Boon - Chapter 4. HRM and organisational performance. Stephen Wood - Chapter 5. HRM: an ethical perspective. Mick Fryer - Chapter 6. HRM practies to diversity management: individualization, precariousness and precarity. Darren T. Baker and Elisabeth K. Kelan - Chapter 7. Organizational outsourcing and the implications for HRM. Fang Lee Cooke - Chapter 8. Reconfiguration and regulation of supply chains and HRM in times of economic crisis. Phil Johnson, Geoffrey Wood, Pauline Dibben, John Cullen, Juliana Meira, Debby Bonnin, Luiz Miranda, Gareth Crockett and Caroline Linhares - Chapter 9. Knowledge and organisational learning and its management through HR practices: a critical perspective. Claire Gubbins - Chapter 10. HRM in small and medium-sized enterprises (SMEs). Tony Dundon and Adrian Wilkinson -- PART II - Chapter 11: Recruitment and selection. Rosalind Searle and Rami Al-Sharif - Chapter 12: HR planning: institutions, strategy, tools and techniques. Zsuzsa Kispal-Vitai and Geoffrey Wood - Chapter 13: Performance management. Anthony McDonnell, Patrick Gunnigle and Kevin R. Murphy - Chapter 14: Reward management. Suzanne Richbell and Geoffrey T. Wood - Chapter 15: Human resource development. Irena Grugulis - Chapter 16. Industrial relations and human resource management. Gilton Klerck -- PART III - Chapter 17. Human resource management in emerging markets. Frank M. Horowitz and Kamel Mellahi - Chapter 18. Comparative HRM: the debates and the evidence. Chris Brewster and Wolfgang Mayrhofer - Chapter 19. International human resource management. David G. Collings, Hugh Scullion and Deirdre Curran - Chapter 20. HRM in crisis.Mathew Johnson and Jill Rubery.
