Managing Human Resources: Human Resource Management in Transition

′This is a really useful and insightful collection of expert analyses of contemporary HRM′
John Purcell, University of Bath

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.

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.

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.

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 Managing Human Resources 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.

Notes on Contributors vii

List of Figures ix

List of Tables x

List of Boxes xi

Part I Introduction 1

1. Human Resource Management in Transition 3
Martin R. Edwards and Stephen Bach

2. Human Resource Management and Performance 18
Paul Boselie

3. Legal Aspects of the Employment Relationship 37
Graeme Lockwood and Kevin Williams

Part II Context 59

4. Corporate Governance and Human Resource Management 61
Andrew Pendleton and Howard Gospel

5. The International Human Resource Function 79
Tony Edwards and Anthony Ferner

6. Customer Service Work, Employee Well–being and Performance 100
Stephen Deery and Vandana Nath

Part III Resourcing and Development 123

7. Recruitment and Selection 125
Jane Bryson, Susan James and Ewart Keep

8. Work Life Balance: The End of the ′Overwork′ Culture? 150
Janet Walsh

9. Skills and Training 178
Irena Grugulis

10. HRM and Leadership 198
Deanne N. Den Hartog and Corine Boon

Part IV Performance and Rewards 219

11. Performance Management 221
Stephen Bach

12. Remuneration Systems 243
Ian Kessler

13. Employee Involvement and Voice 268
Adrian Wilkinson, Tony Dundon and Mick Marchington

14. Employee Representation 289
Stephanie Tailby

Part V Process and Outcomes 315

15. Outsourcing and Human Resource Management 317
Virginia Doellgast and Howard Gospel

16. Employee Engagement: An Evidence–based Review 336
Riccardo Peccei

17. HRM and Employee Well–being 364
Michael Clinton and Marc van Veldhoven

18. Employer Branding: Developments and Challenges 389
Martin R. Edwards

Index 411

Stephen Bach and Martin Edwards 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.