Details

<p>Notes on Contributors vii</p> <p>List of Figures ix</p> <p>List of Tables x</p> <p>List of Boxes xi</p> <p><b>Part I Introduction 1</b></p> <p>1. Human Resource Management in Transition 3<br /> <i>Martin R. Edwards and Stephen Bach</i></p> <p>2. Human Resource Management and Performance 18<br /> <i>Paul Boselie</i></p> <p>3. Legal Aspects of the Employment Relationship 37<br /> <i>Graeme Lockwood and Kevin Williams</i></p> <p><b>Part II Context 59</b></p> <p>4. Corporate Governance and Human Resource Management 61<br /> <i>Andrew Pendleton and Howard Gospel</i></p> <p>5. The International Human Resource Function 79<br /> <i>Tony Edwards and Anthony Ferner</i></p> <p>6. Customer Service Work, Employee Well-being and Performance 100<br /> <i>Stephen Deery and Vandana Nath</i></p> <p><b>Part III Resourcing and Development 123</b></p> <p>7. Recruitment and Selection 125<br /> <i>Jane Bryson, Susan James and Ewart Keep</i></p> <p>8. Work–Life Balance: The End of the 'Overwork' Culture? 150<br /> <i>Janet Walsh</i></p> <p>9. Skills and Training 178<br /> <i>Irena Grugulis</i></p> <p>10. HRM and Leadership 198<br /> <i>Deanne N. Den Hartog and Corine Boon</i></p> <p><b>Part IV Performance and Rewards 219</b></p> <p>11. Performance Management 221<br /> <i>Stephen Bach</i></p> <p>12. Remuneration Systems 243<br /> <i>Ian Kessler</i></p> <p>13. Employee Involvement and Voice 268<br /> <i>Adrian Wilkinson, Tony Dundon and Mick Marchington</i></p> <p>14. Employee Representation 289<br /> <i>Stephanie Tailby</i></p> <p><b>Part V Process and Outcomes 315</b></p> <p>15. Outsourcing and Human Resource Management 317<br /> <i>Virginia Doellgast and Howard Gospel</i></p> <p>16. Employee Engagement: An Evidence-based Review 336<br /> <i>Riccardo Peccei</i></p> <p>17. HRM and Employee Well-being 364<br /> <i>Michael Clinton and Marc van Veldhoven</i></p> <p>18. Employer Branding: Developments and Challenges 389<br /> <i>Martin R. Edwards</i></p> <p>Index 411</p>

<p><b>Stephen Bach</b> and <b>Martin Edwards</b> are from the HRM group in the department of management. King’s College London, one of the largest concentrations of HRM specialists in the UK, which has in a relatively short-time become one of the leading centres of HRM research.</p>

<p><b>'This is a really useful and insightful collection of expert analyses of contemporary HRM'<br /> —John Purcell, University of Bath<br /> </b></p> <p>This new, completely revised edition of Stephen Bach’s successful graduate text includes new chapters from outside Britain as part of a more thorough internationalization of the text.</p> <p>As adopting institutions continue to shift their education portfolios from undergraduate to postgraduate degrees, the demand for advanced texts suited to specialist MSc programmes has increased. Many universities have established MSc programmes in HRM and this new edition also reflects the trend back towards year-long in-depth modules rather than semester-based modules.</p> <p>The 5th edition builds on the strengths of the previous editions. The comprehensive, authoritative set of essays by leading experts in the field provides more detailed and analytical coverage than the mainstream treatments of HRM. At the same time it remains accessible to a wide variety of audiences.</p> <p>As in previous editions, the authors bring an integrated multi-disciplinary approach to analysing HRM, the contemporary study of work and employment. The starting point of <i>Managing Human Resources</i> is a recognition that HRM practice and firm performance are influenced by a variety of institutional arrangements that extend beyond the firm. The chapters incorporate analysis of employees and other stakeholders as well as the implications for organizational performance.</p>

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