The Oxford Handbook of Human Resource Management

by Peter Boxall, John Purcell, Patrick Wright

Overview

HRM is central to management teaching and research, and has emerged in the last decade as a significant field from its earlier roots in Personnel Management, Industrial Relations, and Industrial Psychology. People Management and High Performance teams have become key functions and goals for manager at all levels in organizations.

The Oxford Handbook brings together leading scholars from around the world - and from a range of disciplines - to provide an authoritative account of current trends and developments. The Handbook is divided into four parts:

* Foundations and Frameworks,

* Core Processes and Functions,

* Patterns and Dynamics,

* Measurement and Outcomes.

Overall it will provide an essential resource for anybody who wants to get to grips with current thinking, research, and development on HRM.

About the Series
Oxford Handbooks in Business & Management bring together the world's leading scholars on the subject to discuss current research and the latest thinking in a range of interrelated topics including Strategy, Organizational Behavior, Public Management, International Business, and many others. Containing completely new essays with extensive referencing to further reading and key ideas, the volumes, in hardback or paperback, serve as both a thorough introduction to a topic and a useful desk reference for scholars and advanced students alike.

Product Details

ISBN-13:	9780199547029
Publisher:	Oxford University Press
Publication date:	08/15/2008
Series:	Oxford Handbooks
Edition description:	New Edition
Pages:	680
Product dimensions:	6.70(w) x 9.60(h) x 1.40(d)

Table of Contents

1. Human Resource Management: Scope, Analysis, and Significance, Peter Boxall, John Purcell, and Pat WrightPart I: Foundations and Frameworks2. The Development of Human Resource Management in Historical and International Perspective, Bruce Kaufman3. The Goals of HRM, Peter Boxall4. Economics and Human Resource Management, Damian Grimshaw and Jill Rubery5. Strategic Management and HRM, Matthew Allen and Pat Wright6. Organizational Theory and HRM, Tony Watson7. Human resource management and the worker: towards a new psychological contract?, David Guest8. HRM and the Worker: Labour Process Perspectives, Paul Thompson and Bill Harley9. HRM and Societal Embeddedness, Jaap Paauwe and Paul BoseliePart 2: Core Processes and Functions10. Work Organization, Sharon Parker and John Cordery11. Employment sub-systems and the 'HR architecture', David Lepak and Scott Snell12. Employee Voice Systems, Mick Marchington13. EEO and the Management of Diversity, Ellen Kossek and Shaun Pichler14. Recruitment Strategy, Marc Orlitzky15. Selection Decision-Making, Neal Schmitt and Brian Kim16. Training, Development and Competency, Jonathan Winterton17. Renumeration: Pay Effects at Work, James Guthrie18. Performance Management, Gary Latham, Lorne Sulsky, and Heather MacDonaldPart 3: Patterns and Dynamics19. HRM Systems and the Problem of Internal Fit, Sven Kepes and John Delery20. HRM and Contemporary Manufacturing, Rick Delbridge21. Service Strategies: Marketing, Operations, and Human Resource Practices, Rosemary Batt22. HRM and Knowledge Workers, Juani Swart23. HRM and the New Public Management, Stephen Bach and Ian Kessler24. Multinational Companies and Global HR Strategy, Bill Cooke25. Transnational Firms and Cultural Diversity, Helen De CieriPart 4: Measurement and Outcomes26. HRM and Business Performance, John Purcell and Nick Kinnie27. Modeling Human Resource Management and Performance Linkages, Barry Gerhart28. Family-friendly, Equal Opportunity and High-involvement Management in Britain, Stephen Wood and Lilian de Menezes29. Social Legitimacy of the Human Resource Management Profession: A U.S. Perspective, Tom Kochan