Critical issues in human resource management / edited by Ian Roper, Rea Prouska and Uracha Chatrakul Na Ayudhya.

Enhanced descriptions from Syndetics:

Critical Issues in Human Resource Management will enable all HR students to take a critical approach to HR issues. Outlining the influences and shapers of HR strategy including ethics, managing in different national contexts, employment relations, politics, governance and finance, this book provides students with a full understanding of the complexities of HRM strategy and what the implications of these are. There is also crucial discussion of critical issues in the processes and practice of HRM including the dilemmas of onshoring and offshoring, gender equality, challenging institutional racism and disability discrimination in the modern workplace to enable readers to think deeply and critically about these issues.

Critical Issues in Human Resource Management also includes discussion of the application of HRM in different sectors such as manufacturing, the public sector, the private sector and not-for-profit organizations. This will enable HR students to examine HR practices in specific industries and to think about how issues might be dealt with differently in different sectors, rather than assuming that best practice is universal. Online resources include a lecturer guide with additional seminar activities and discussion topics, powerpoint slides and annotated weblinks for students to enable them to develop an astute, nuanced and critical approach to human resource management

Table of contents provided by Syndetics

• Preface: How to use this book
• Introduction
• Section 1 The influences and shapers of HR strategy
• Ethics(1): Corporate governance and HRM
• Ethics(2): Corporate social responsibility and HRM
• Managing HR in differing national contexts
• The future of work: Beyond utopian and dystopian views
• The economic environment: Corporate finance and HRM
• Politics, the regulatory environment and HRM
• HRM and socio-demographics: Age diversity and the future workforce
• Integrating and applying the external drivers into HR strategy
• Section 2 HR processes and practices
• Critical issues in people resourcing(1): Measuring 'performance' in HRM
• Critical issues in people resourcing(2): The dilemmas with outsourcing and offshoring
• Critical issues in employee relations(1): From employee Consent to employee engagement
• Critical issues in employee relations(2): Individualism, unitarism and employee voice
• Critical issues in learning and development: Beyond the learning organisation
• Critical issues in reward management
• Critical issues in equality and diversity(1): Gender equity and the inadequacy of the work-life-balance narrative
• Critical issues in equality and diversity(2): Defining and challenging institutional racism
• Critical issues in euality and dversity(3): Disability discrimination and the modern workplace
• Section 3 Contextualising HRM: Sectoral vews of HR pactice
• HRM in manufacturing
• HRM in private services
• HRM in public services
• HRM in the not-for-profit sector
• Section 4 Conclusions
• Future Issues: Five national and five global challenges for HRM

Author notes provided by Syndetics

Ian Roper is a Reader in HRM at Essex Business School, University of Essex, UK.

Rea Prouska is a Senior Lecturer in Human Resource Management and programme leader for the BA Human Resource Management degree at Middlesex University Business School, UK

Uracha Chatrakul Na Ayudhya is a Lecturer in Human Resource Management at Middlesex University Business School, UK