SAGE HANDBOOK OF HUMAN RESOURCE MANAGEMENT

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

PART ONE: FRAMING HRM
Introduction
The Field of Human Resource Management
Human Resource Management - Howard Gospel
A Historical Perspective
Models of Strategic HRM - Saba Colakoglu, Ying Hong and Dave Lepak
The Employment Relationship - John Budd and Devasheesh Bhave
The Regulative Framework for HRM - Michael Barry
The Evolution of HR Strategy - Scott A Snell and Shad Morris
Adaptations to Increasing Global Complexity
Strong Situations and Firm Performance - John J Haggerty and Patrick M Wright
A Proposed Re-Conceptualization of the Role of the HR Function
International and Comparative HRM - Richard Hall and Nick Wailes
PART TWO: FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT
Recruitment and Selection - Filip Lievans and Derek Chapman
Training and Development in Organizations - Phyllis Tharenou
Management and Leadership Development - Chris Mabey and Tim Finch-Lees
Understanding Performance Management and Appraisal - Michelle Brown and Victoria S Lim
Supervisory and Employee Perspectives
Compensation - Barry Gerhart
HRM and Equal Opportunities - Anne-Marie Greene
Involvement and Participation - Graham Dietz, Adrian Wilkinson and Tom Redman
Extending the Reach of Job Design Theory - Sharon Parker and Sandra Ohly
Going Beyond the Job Characteristics Model
Health and Safety/Employee Well Being - Rebecca Loudoun and Richard Johnstone
Industrial Relations and Collective Bargaining - Thomas A Kochan and Greg Bamber
Discipline and Grievances - Brian Klass
Downsizing and Redundancy - Wayne Cascio
PART THREE: CONTEMPORARY ISSUES
Strategic HRM - Brian E Becker and Mark Huselid
Where Do We Go from Here?
The Employee Experience of Work - Francis Green, Katy Huxley and Keith Whitfield
HRM in Developing Countries - Pawan Budwar and Yaw A Debrah
HRM and National Economic Performance - Jonathan Michie
HRM and the Resource-Based View - Paul Boselie and Jaap Paauwe
Complexity-Based Agile Enterprises - Lee Dyer and Jeff Ericksen
Putting Self-Organizing Emergence to Work
HRM across Organizational Boundaries - Mick Marchington, Fang Lee Cooke and Gail Hebson
Ethics and HRM - Chris Provis
Working Time and Work-Life Balance - Janet Walsh
PART FOUR: SECTORAL PERSPECTIVES
HRM in the Service Sector - Jody Hoffer Gittell and Rob Seidner
HRM in Small Firms - Paul Edwards and Monder Ram
Respecting and Regulating Informality
HRM in Multinational Companies - Anthony Ferner
HRM in the Public Sector - Stephen Bach