The SAGE Handbook of Human Resource ManagementIn the first collection of its kind, The SAGE Handbook of Human Resource Management brings together contributions from leading, international scholars in an accessible, comprehensive and influential collection that combines both global and interdisciplinary perspectives. An indispensable resource for advanced students and researchers in the field, the Handbook focuses on familiarizing 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, plus comprehensively dealing with important emerging interests. |
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Contents
1 Field of Human Resource Management | 3 |
A Historical Perspective | 12 |
3 Models of Strategic Human Resource Management | 31 |
4 The Employment Relationship | 51 |
5 The Regulative Framework for HRM | 71 |
Adaptations to Increasing Global Complexity | 84 |
A Proposed ReConceptualization of the Role of the HR Function | 100 |
8 International and Comparative Human Resource Management | 115 |
19 Discipline and Grievances | 322 |
20 Downsizing and Redundancy | 336 |
PART III Contemporary Issues | 349 |
Where Do We Go From Here? | 351 |
22 The Employee Experience of Work | 377 |
23 Human Resource Management in Developing Countries | 393 |
24 HRM and National Economic Performance | 407 |
25 Human Resource Management and the Resource Based View | 421 |
PART II Fundamentals of Human Resource Management | 133 |
9 Recruitment and Selection | 135 |
10 Training and Development in Organizations | 155 |
11 Management and Leadership Development | 173 |
Supervisory and Employee Perspectives | 191 |
13 Compensation | 210 |
14 HRM and Equal Opportunities | 231 |
15 Involvement and Participation | 245 |
Going Beyond the Job Characteristics Model | 269 |
17 Occupational Health and Safety in the Modern World of Work | 286 |
18 Industrial Relations and Collective Bargaining | 308 |
Putting SelfOrganizing Emergence to Work | 438 |
27 Human Resource Management across Organizational Boundaries | 460 |
28 Ethics and HRM | 475 |
29 Working Time and WorkLife Balance | 490 |
PART IV Sectoral Perspectives | 507 |
30 Human Resource Management in the Service Sector | 509 |
Respecting and Regulating Informality | 524 |
32 HRM in Multinational Companies | 541 |
33 Human Resource Management in the Public Sector | 561 |
578 | |
Other editions - View all
The SAGE Handbook of Human Resource Management Adrian Wilkinson,Nicolas Bacon,Tom Redman,Scott Snell Limited preview - 2012 |
The SAGE Handbook of Human Resource Management Adrian Wilkinson,Nicolas Bacon,Tom Redman,Scott Snell No preview available - 2009 |
Common terms and phrases
Academy of Management Applied Psychology approach argue behavior Budhwar collective bargaining competitive advantage context culture developing countries diversity downsizing economic effects employee voice employees employment relations employment relationship ethical example factors firm performance firm’s flexibility focus focused Gerhart global HR architecture HR function HR practices HR strategy HRM systems human capital Human Resource Management Huselid IHRM impact implementation important increased individual Industrial Relations influence institutional International Journal issues Journal of Applied Journal of Human Journal of Management labour market literature Management Journal Management Review managerial Marchington ment MNCs motivation multinational organizational organizations outcomes Oxford participation performance appraisal Personnel Psychology perspective policies productivity psychological contract recruiting regulation regulatory resource-based view role SHRM skills social capital strategic HRM supervisors sustained competitive advantage theory trade unions unions University Press work-life balance workers workforce workplace