The SAGE Handbook of Human Resource Management brings together contributions from leading international scholars in an influential collection that combines both global and interdisciplinary perspectives.
An indispensable resource for advanced students and researchers in the field, the handbook focuses on familiarising the reader with the fundamentals of applied human resource management whilst 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 interdisciplinary and wide-ranging potential of the practising field is reflected through contributions from a diverse range of disciplines, including psychology, politics and sociology
Before joining Durham University Business School, Tom was Professor of Human Resource Management at the University of Sheffield. Prior to this he was Professor of HRM at the University of Teesside. Tom spent 10 years in industry in quality, production and HR management positions (mainly with Royal Worcester Porcelain) prior to re-entering academic life.
PART ONE: FRAMING HRM Introduction The Field of Human Resource Management Human Resource Management - Howard Gospel An Historical Perspective Models of Strategic HRM - Saba Colakoglu, Ying Hong and Dave Lepak The Employment Relationship - John Budd and Devasheesh Bhave The Regulative Framework for HRM - Michael Barry The Evolution of HR Strategy - Scott A Snell and Shad Morris Adaptations to Increasing Global Complexity Strong Situations and Firm Performance - John J Haggerty and Patrick M Wright A Proposed Re-Conceptualization of the Role of the HR Function International and Comparative HRM - Richard Hall and Nick Wailes PART TWO: FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT Recruitment and Selection - Filip Lievans and Derek Chapman Training and Development in Organizations - Phyllis Tharenou Management and Leadership Development - Chris Mabey and Tim Finch-Lees Understanding Performance Management and Appraisal - Michelle Brown and Victoria S Lim Supervisory and Employee Perspectives Compensation - Barry Gerhart HRM and Equal Opportunities - Anne-Marie Greene Involvement and Participation - Graham Dietz, Adrian Wilkinson and Tom Redman Extending the Reach of Job Design Theory - Sharon Parker and Sandra Ohly Going Beyond the Job Characteristics Model Health and Safety/Employee Well Being - Rebecca Loudoun and Richard Johnstone Industrial Relations and Collective Bargaining - Thomas A Kochan and Greg Bamber Discipline and Grievances - Brian Klass Downsizing and Redundancy - Wayne Cascio PART THREE: CONTEMPORARY ISSUES Strategic HRM - Brian E Becker and Mark Huselid Where Do We Go from Here? The Employee Experience of Work - Francis Green, Katy Huxley and Keith Whitfield HRM in Developing Countries - Pawan Budwar and Yaw A Debrah HRM and National Economic Performance - Jonathan Michie HRM and the Resource-Based View - Paul Boselie and Jaap Paauwe Complexity-Based Agile Enterprises - Lee Dyer and Jeff Ericksen Putting Self-Organizing Emergence to Work HRM across Organizational Boundaries - Mick Marchington, Fang Lee Cooke and Gail Hebson Ethics and HRM - Chris Provis Working Time and Work-Life Balance - Janet Walsh PART FOUR: SECTORAL PERSPECTIVES HRM in the Service Sector - Jody Hoffer Gittell and Rob Seidner HRM in Small Firms - Paul Edwards and Monder Ram Respecting and Regulating Informality HRM in Multinational Companies - Anthony Ferner HRM in the Public Sector - Stephen Bach