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Full Description
Technology advancement and the widespread impacts of the COVID-19 pandemic have had a major impact on both the contours and terrain of work, employment, and the management of people. Understanding these complex developments requires fresh perspectives on the nature and context of the management of people and human resources. The expanding fourth industrial revolution has been underpinned by new technological platforms and AI, as well as new worker motivations, making essential that researchers seek to explore the field of HRM in a new way.
The Emerald Handbook of Work, Workplaces, and Disruptive Issues in HRM reflects these complex changes in the way work, employment and people currently are and will continue to be managed across the globe. Considering these changes, a multidisciplinary range of voices illustrate just how fundamental recent developments will be in reshaping work and employment as in any previous revolution.
The Handbook is structured into three sections: Human Resource Management, Human Resource Development, and Emerging Issues, each exploring key themes and the emergence of ground-breaking new perspectives. These themes are central issues for debate and discussion in the workplaces across the globe and the work presents innovative and provocative assessments of changes and challenges in rapidly evolving local and global environments.
Contents
Introduction: Work, Workplaces, and Human Resource Management in a Disruptive World; Peter Holland, Timothy Bartram, Thomas Garavan, and Kirsteen Grant
PART 1: HUMAN RESOURCE MANAGEMENT CONTEXTS AND PRACTICES
Chapter 1. Human Resource Management in Emerging Economies; Frank Horwitz and Fang Lee Cooke
Chapter 2. Employee Relations, Unionisation, and the Future of Human Resource Management; Melanie Simms
Chapter 3. Technology in Human Resource Functions: Core Systems, Emerging Trends, and Algorithmic Management; Stefan Jooss, James Duggan, and Emma Parry
Chapter 4. Human Resource Management in Multinational Corporations; Prakriti Dasgupta, Ronan Carbery, and Anthony McDonnell
Chapter 5. Human Resource Management in Small and Medium-Sized Enterprises; Brian Harney and Ciara Nolan
Chapter 6. Human Resource Management, Innovative Work Behaviour, Incremental and Radical Innovation: Inspirational Vision or Aspirational Rhetoric; Cliodhna MacKenzie, Alma McCarthy, Michael Morley, and Thomas Garavan
Chapter 7. Human Resource Management, Leadership, and Knowledge Management: Never the Twain Shall Meet; Thomas Garavan, Kirsteen Grant, Colette Darcy, Fergal O'Brien, and Nicholas Clarke
Chapter 8. Sustainable Human Resource Management and Organisational Sustainability; Andrew Bratton and Renee Paulet
Chapter 9. Human Resource Management and Inclusive Workplaces; Jarrod Haar, Maree Roche, and Azka Ghafoor
Chapter 10. Human Resource Management Challenge to Innovate to Support Employees with Disability and Mental Health Challenges; Jillian Cavanagh, Ying Wang, Hannah Meacham, Louise Byrne, and Timothy Bartram
Chapter 11. A Balanced Approach to Wellbeing at Work; Safa Riaz and Keith Townsend
Chapter 12. Sustainable HR Careers in an Era of Disruption: A Provocation; Claire Gubbins and Thomas Garavan
PART 2: HUMAN RESOURCE DEVELOPMENT PROCESSES AND PRACTICES
Chapter 13. Critical Human Resource Development: Challenges and Prospects; Ciaran McFadden and Laura L. Bierema
Chapter 14. Leveraging Technology to Design and Deliver Human Resource Development; Elisabeth E. Bennett
Chapter 15. Human Resource Development, Professions, and Precarious Workers; Valerie Anderson
Chapter 16. Wicked Leadership Development for Wicked Problems; Brian Howieson and Kirsteen Grant
Chapter 17. Developing an International Workforce; Hussain Alhejji, Britta Heidl, and Christine Cross
Chapter 18. Entrepreneurship Education and Training Programmes: A Lifespan Development Perspective; Thomas Garavan, Fergal O'Brien, Clare (Ruth) Power, Gerri Matthews-Smith, and Joan Buckley
Chapter 19. Human Resource Development, Careers, and Employability in an Era of Disruption; Siti Raba'ah Hamzah, Siti Nur Syuhada Musa, Roziah Mohd Rasdi, and Nordahlia Umar Baki
Chapter 20. Implicit Bias Training is Dead, Long Live Implicit Bias Training: The Evolving Role of Human Resource Development in Combatting Implicit Bias within Organisations; Ciaran McFadden
PART 3: EMERGING ISSUES FOR HRM AND HRD
Chapter 21. Global Human Resource Management in a Post Pandemic World; Chris Brewster and Washika Haak-Saheem
Chapter 22. The Ethics of Human Resource Management; Justine Ferrer, Wahed Waheduzzaman, and Peter Holland
Chapter 23. Crisis, Risk and Human Resource Management; Cliodhna MacKenzie
Chapter 24. Work Time, Place, and Space in the 'New Normal'; Daniel Wheatley
Chapter 25. Human Resource Management and the Rise of Social Media; Debora Jeske and Kenneth S. Shultz
Chapter 26. Electronic Monitoring and Surveillance: The Balance Between Insights and Intrusion; Tse Leng Tham and Peter Holland
Chapter 27. Employee Voice and Silence in the Digital Era; Nadia Kougiannou and Peter Holland
Chapter 28. When Employees Speak-up: Human Resource Management Aspects of Whistleblowing; Megan Van Portfliet, Muhammad Irfan, and Kate Kenny
Chapter 29. The Corrosive Workplace: The Human Resource Management Challenge; Hannah Meacham, Peter Holland, and Patricia Pariona-Cabrera
Chapter 30. Emerging Forms of Discrimination in the Workplace: The Rise of Neo-discrimination; Andrew R. Timming
Chapter 31. The Dark Triad and the significant role of Human Resource Management; Peter Holland and Lara Thynne
Conclusion: Work, Workplaces, and Human Resource Management in Times of Disruption; Peter Holland, Timothy Bartram, Thomas Garavan, and Kirsteen Grant
