Description
The new edition of this SAGE Handbook builds on the success of the first by providing a fully updated and expanded overview of the field of human resource management.
Bringing together contributions from leading international scholars - and with brand new chapters on key emerging topics such as talent management, engagement , e-HRM and big data - the Handbook focuses on familiarising the reader with the fundamentals of applied human resource management, while contextualizing practice within wider theoretical considerations. Internationally minded chapters combine a critical overview with discussion of key debates and research, as well as comprehensively dealing with important emerging interests. The second edition of this Handbook remains an indispensable resource for advanced students and researchers in the field.
PART 01: Context of Human Resource Management
PART 02: Fundamentals of Human Resource Management
PART 03: Contemporary Issues
Table of Contents
Part 01: Context of Human Resource Management
Chapter 1: Human Resource Management: A historical perspective - Howard Gospel
Chapter 2: Models of Strategic Human Resource Management - Kaifeng Jiang & Pingshu Li
Chapter 3: The Employment Relationship: Key elements, alternative frames of reference, and implications for HRM - John Budd & Devasheesh Bhave
Chapter 4: Regulation , Deregulation or Re-Regulation? The changing regulative framework for HRM - Michael Barry & Adrian Wilkinson
Chapter 5: International Human Resource Management - David Collings & Kieran Conroy
Chapter 6: Comparative HRM - Elaine Farndale, Chris Brewster, & Wolfgang Mayrhofer
Chapter 7: Managing Across Organizational Boundaries: The New Employment Relationship and its Human Resource Management Implications - Shad Morris, Oded Shenkar, & Alison Mackey
Part 02: Fundamentals of Human Resource Management
Chapter 8: Recruitment and Selection - Filip Lievans & Derek Chapman
Chapter 9: Training, Development and Skills - Irena Grugulis
Chapter 10: Talent Management: Disentangling key ideas - Eva Gallardo-Gallardo & Marian Thunnissen
Chapter 11: Leadership Development: The shift from "ready now" to "ready able" - Lacey Leone McLaughlin, Albert A. Vicere, & Ian Ziskin
Chapter 12: Understanding Performance Appraisal: Supervisory and Employee Perspectives - Michelle Brown
Chapter 13: Compensation - Barry Gerhart & Ingo Weller
Chapter 14: HRM, Equality and Diversity - Anne-Marie Greene
Chapter 15: Creating and Sustaining Involvement and Participation in the Workplace - Adrian Wilkinson & Paula Mowbray
Chapter 16: Exploring Electronic HRM: management fashion or fad? - Tanya Bondarouk, Huub Ruël, & B Roeleveld
Chapter 17: Health, Safety and Wellbeing - Rebecca Loudoun & Richard Johnstone
Chapter 18: Industrial Relations: Changing trends across theory, policy and practice - Peter Sheldon, Greg Bamber, Christopher Land-Kazlauskas, & Thomas A. Kochan
Chapter 19: Discipline and Grievances - Brian Klaas
Chapter 20: Downsizing - Stewart Johnstone
Chapter 21: Employee Engagement: The past, present and the future - Ji Koung Kim & Jeffery LePine
Chapter 22: Working Time and Work-Life Balance - Janet Walsh
Chapter 23: The changing face of work design research: Past, present, and future directions - Sharon Parker, Caroline Knight, & Sandra Ohly
Part 03: Contemporary Issues
Chapter 24: Strategic Human Resource Management: Where do we go from here? - Dorothea Roumpi & John E. Delery
Chapter 25: Human Resource Management in Developing Countries - Fang Lee Cooke
Chapter 26: HRM and National Economic Performance - Jonathan Michie
Chapter 27: Human Resource Management and the Resource Based View - Paul Boselie, Jaap Paauwe, & Monique Veld
Chapter 28: Big Data and Human Resource Management - Mark Huselid & Dana Minbaeva
Chapter 29: Human Resources and Ethics Management: Partners in (Reducing) Crime - Niki A. den Nieuwenboer & Linda Treviño
Chapter 30: HRM in Small Firms: Balancing Informality with Formality - Paul Edwards & Monder Ram
Chapter 31: HRM in Multinational Companies - B. Sebastian Reiche & Dana Minbaeva
Chapter 32: Human Resource Management in the Public Sector: New public management, responsive governance and the consequences of the economic crisis - Stephen Bach
