Synopses & Reviews
'This is a really useful and insightful collection of expert analyses of contemporary HRM'
—John Purcell, University of Bath
This new, completely revised edition of Stephen Bach’s successful graduate text includes new chapters from outside Britain as part of a more thorough internationalization of the text.
As adopting institutions continue to shift their education portfolios from undergraduate to postgraduate degrees, the demand for advanced texts suited to specialist MSc programmes has increased. Many universities have established MSc programmes in HRM and this new edition also reflects the trend back towards year-long in-depth modules rather than semester-based modules.
The 5th edition builds on the strengths of the previous editions. The comprehensive, authoritative set of essays by leading experts in the field provides more detailed and analytical coverage than the mainstream treatments of HRM. At the same time it remains accessible to a wide variety of audiences.
As in previous editions, the authors bring an integrated multi-disciplinary approach to analysing HRM, the contemporary study of work and employment. The starting point of Managing Human Resources is a recognition that HRM practice and firm performance are influenced by a variety of institutional arrangements that extend beyond the firm. The chapters incorporate analysis of employees and other stakeholders as well as the implications for organizational performance.
Synopsis
This revised edition is a comprehensive, authoritative set of essays. It is more detailed and analytical than the mainstream treatments of HRM.
As in previous editions, Managing Human Resources analyses HRM, the study of work and employment, using an integrated multi-disciplinary approach. The starting point is a recognition that HRM practice and firm performance are influenced by a variety of institutional arrangements that extend beyond the firm. The consequences of HRM need to incorporate analysis of employees and other stakeholders as well as the implications for organizational performance.
About the Author
Stephen Bach and Martin Edwards are from the HRM group in the department of management. King’s College London, one of the largest concentrations of HRM specialists in the UK, which has in a relatively short-time become one of the leading centres of HRM research.
Table of Contents
Notes on Contributors vii
List of Figures ix
List of Tables x
List of Boxes xi
Part I Introduction 1
1. Human Resource Management in Transition 3
Martin R. Edwards and Stephen Bach
2. Human Resource Management and Performance 18
Paul Boselie
3. Legal Aspects of the Employment Relationship 37
Graeme Lockwood and Kevin Williams
Part II Context 59
4. Corporate Governance and Human Resource Management 61
Andrew Pendleton and Howard Gospel
5. The International Human Resource Function 79
Tony Edwards and Anthony Ferner
6. Customer Service Work, Employee Well-being and Performance 100
Stephen Deery and Vandana Nath
Part III Resourcing and Development 123
7. Recruitment and Selection 125
Jane Bryson, Susan James and Ewart Keep
8. Work–Life Balance: The End of the 'Overwork' Culture? 150
Janet Walsh
9. Skills and Training 178
Irena Grugulis
10. HRM and Leadership 198
Deanne N. Den Hartog and Corine Boon
Part IV Performance and Rewards 219
11. Performance Management 221
Stephen Bach
12. Remuneration Systems 243
Ian Kessler
13. Employee Involvement and Voice 268
Adrian Wilkinson, Tony Dundon and Mick Marchington
14. Employee Representation 289
Stephanie Tailby
Part V Process and Outcomes 315
15. Outsourcing and Human Resource Management 317
Virginia Doellgast and Howard Gospel
16. Employee Engagement: An Evidence-based Review 336
Riccardo Peccei
17. HRM and Employee Well-being 364
Michael Clinton and Marc van Veldhoven
18. Employer Branding: Developments and Challenges 389
Martin R. Edwards
Index 411