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The SAGE handbook of human resource management / edited by Adrian Wilkinson ... [et al.].

Contributor(s): Material type: TextTextPublication details: Los Angeles ; London : SAGE, 2009.Description: xx, 592 p. : ill. ; 26 cmISBN:
  • 141292829X (hbk.)
  • 9781412928298 (hbk.)
Subject(s): DDC classification:
  • 658.3 WIL
Holdings
Item type Current library Call number Copy number Status Date due Barcode
Standard Loan Moylish Library Main Collection 658.3 WIL (Browse shelf(Opens below)) 1 Available 39002100388769

Enhanced descriptions from Syndetics:

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

Includes bibliographical references and index.

Table of contents provided by Syndetics

  • Part 1 Framing HRM
  • Introduction
  • The Field of Human Resource Management
  • Human Resource Management
  • A Historical Perspective
  • Models of Strategic HRM
  • The Employment Relationship
  • The Regulative Framework for HRM
  • The Evolution of HR Strategy
  • Adaptations to Increasing Global Complexity
  • Strong Situations and Firm Performance
  • A Proposed Re-Conceptualization of the Role of the HR Function
  • International and Comparative HRM
  • Part 2 Fundamentals of Human Resource Management
  • Recruitment and Selection
  • Training and Development in Organizations
  • Management and Leadership Development
  • Understanding Performance Management and Appraisal
  • Supervisory and Employee Perspectives
  • Compensation
  • HRM and Equal Opportunities
  • Involvement and Participation
  • Extending the Reach of Job Design Theory
  • Going Beyond the Job Characteristics Model
  • Health and Safety/Employee Well Being
  • Industrial Relations and Collective Bargaining
  • Discipline and Grievances
  • Downsizing and Redundancy
  • Part 3 Contemporary Issues
  • Strategic HRM
  • Where Do We Go from Here?
  • The Employee Experience of Work
  • HRM in Developing Countries
  • HRM and National Economic Performance
  • HRM and the Resource-Based View
  • Complexity-Based Agile Enterprises
  • Putting Self-Organizing Emergence to Work
  • HRM across Organizational Boundaries
  • Ethics and HRM
  • Working Time and Work-Life Balance
  • Part 4 Sectoral Perspectives
  • HRM in the Service Sector
  • HRM in Small Firms
  • Respecting and Regulating Informality
  • HRM in Multinational Companies
  • HRM in the Public Sector

Author notes provided by Syndetics

Adrian Wilkinson is Professor of Employment Relations at Griffith University and Director of the Centre for Work, Organisation and Wellbeing.
Tom Redman is Professor of Human Resource Management at Durham Business School at Durham University.
Nicolas Bacon is Professor of Human Resource Management at Nottingham University Business School.
Scott Snell is Professor of Business Administration, teaching in the Leadership and Organization area in Darden.

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