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|a Contemporary human resource management
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|c Adrian Wilkinson, Tom Redman and Tony Dundon
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|a Fifth edition
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|a Harlow, England
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|a Includes bibliographical references and index
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|a Whether you're a student studying HRM or a forward-looking manager, Contemporary Human Resource Management is the book you need. Written by authors who are all experts in their fields, this fifth edition provides a thorough and critical exploration of the key functions, practices and issues in HRM today. Substantially revised and updated with new material to reflect contemporary research and debate, this text uses a clear but thought-provoking style to delve into the theoretical and practical realities of HRM. Fundamental HRM practices are covered in the first part of the book, before the second half examines issues of more recent and emerging significance. At least two case studies, exercises or activities in each chapter enable and encourage readers to identify, examine and apply key concepts in a practical context. The book does not just report but also leads the debates across this ever-changing discipline. "This is an excellent book that covers all major HRM areas. It also keeps in pace with recent advances and current discussion of HR by exploring more contemporary topics such as workplace bullying, knowledge management, flexibility or emotion at work." Kristina Potocnik, Lecturer in Human Resource Management and Director, MSc Human Resource Management, University of Edinburgh "Skilfully integrates academic content and case study applications across a range of relevant contemporary HR debates" Paula McDonald, Professor of Work and Organisation, Queensland University of Technology.
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|a Cover -- Title Page -- Copyright Page -- BRIEF OF CONTENTS -- CONTENTS -- Case studies and exercises -- Editors -- Contributors -- Acknowledgements -- PART 1 FUNDAMENTALS OF HUMAN RESOURC EMANAGEMENT -- CHAPTER 1 -- HUMAN RESOURCE MANAGEMENT: A CONTEMPORARY PERSPECTIVE -- Adrian Wilkinson, Tom Redman and Tony Dundon -- Introduction -- The development of HRM -- The new HRM? -- The changing context of work -- Strategy and HRM -- Performance and HRM -- The changing role of HRM -- The book -- Case study 1.1 -- Case study 1.2 -- Suggested Further Reading -- Bibliography -- CHAPTER 2 -- HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL PERFORMANCE: IN SEARCH OF THE HR ADVANTAGE -- Nicholas Kinnie and Juani Swart -- Introduction -- Strategy, structure and HRM -- HR and organisational performance: our approach and some background -- Human resource advantage -- Human capital advantage -- HRM models that fit network characteristics -- Organisational process advantage -- Conclusions and implications -- Case study 2.1 -- Case study 2.2 -- Case study 2.3 -- Bibliography -- CHAPTER 3 -- RECRUITMENT -- Scott Hurrell and Dora Scholarios -- Introduction -- The external environment -- The organisation -- The job -- Pre-recruitment activities -- Recruitment methods -- The need for an applicant perspective -- Conclusions -- Case study 3.1 -- Case study 3.2 -- Case study 3.3 -- Bibliography -- CHAPTER 4 -- SELECTION -- Dora Scholarios -- Introduction -- A brief overview of psychometric quality -- The 'what' and 'how' of selection -- Summary of trends -- What do organisations actually do? -- Explaining practice -- Conclusions and implications for HRM -- Case study 4.1 -- Case study 4.2 -- Case study 4.3 -- Bibliography -- CHAPTER 5 -- TRAINING AND DEVELOPMENT -- Irena Grugulis -- Introduction -- The case for training and development.
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