Human Resource Management (2^nd Ed.) A Critical Approach

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.

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

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.