Description
Despite over three decades of debate around the nature of human resource management (HRM), its intellectual boundaries and its application in practice, the field continues to be dogged by a number of theoretical and practical limitations.
Written by an international team of respected scholars, this updated textbook adopts a critical perspective to examine the core management function of HRM in all its complexity – including its darker sides.
Human Resource Management: A Critical Approach opens with a critique of the very concept of HRM, tracing its development over time, and then systematically analyses the context of HRM, practice of HRM and international perspectives on HRM. New chapters commissioned for this second edition look at HRM and the issues of diversity, migration, global supply chains and economic crisis.
This textbook is essential reading for advanced and inquisitive students of HRM, and for HRM professionals looking to deepen their understanding of the complexities of their field.
Table of Contents
Chapter 1. Human resource management: a critical approach
David G Collings, Geoffrey T. Wood and Leslie T. Szamosi
PART I
Chapter 2. HRM in changing organisational contexts
Phil Johnson and Leslie T. Szamosi
Chapter 3. Strategic HRM: a critical review
Jaap Paauwe and Corine Boon
Chapter 4. HRM and organisational performance
Stephen Wood
Chapter 5. HRM: an ethical perspective
Mick Fryer
Chapter 6. HRM practies to diversity management: individualization, precariousness and precarity
Darren T. Baker and Elisabeth K. Kelan
Chapter 7. Organizational outsourcing and the implications for HRM
Fang Lee Cooke
Chapter 8. Reconfiguration and regulation of supply chains and HRM in times of economic crisis
Phil Johnson, Geoffrey Wood, Pauline Dibben, John Cullen, Juliana Meira, Debby Bonnin, Luiz Miranda, Gareth Crockett and Caroline Linhares
Chapter 9. Knowledge and organisational learning and its management through HR practices: a critical perspective
Claire Gubbins
Chapter 10. HRM in small and medium-sized enterprises (SMEs)
Tony Dundon and Adrian Wilkinson
PART II
Chapter 11: Recruitment and selection
Rosalind Searle and Rami Al-Sharif
Chapter 12: HR planning: institutions, strategy, tools and techniques
Zsuzsa Kispal-Vitai and Geoffrey Wood
Chapter 13: Performance management
Anthony McDonnell, Patrick Gunnigle and Kevin R. Murphy
Chapter 14: Reward management
Suzanne Richbell and Geoffrey T. Wood
Chapter 15: Human resource development
Irena Grugulis
Chapter 16. Industrial relations and human resource management
Gilton Klerck
PART III
Chapter 17. Human resource management in emerging markets
Frank M. Horowitz and Kamel Mellahi
Chapter 18. Comparative HRM: the debates and the evidence
Chris Brewster and Wolfgang Mayrhofer
Chapter 19. International human resource management
David G. Collings, Hugh Scullion and Deirdre Curran
Chapter 20. HRM in crisis
Mathew Johnson and Jill Rubery
Biography
David G. Collings is Full Professor of Human Resource Management and Associate Dean for Research at Dublin City University Business School, Ireland.
Geoffrey T. Wood is Dean and Professor of International Business at Essex Business School, UK.
Leslie T. Szamosi is a Senior Lecturer and MBA Academic Director at the University of Sheffield International Faculty, CITY College, Greece.
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