The SAGE Handbook of Human Resource Management (eBook)

Part 01: Context of Human Resource Management
Chapter 1: Human Resource Management: A historical perspective - Howard Gospel
Chapter 2: Models of Strategic Human Resource Management - Kaifeng Jiang & Pingshu Li
Chapter 3: The Employment Relationship: Key elements, alternative frames of reference, and implications for HRM - John Budd & Devasheesh Bhave
Chapter 4: Regulation , Deregulation or Re-Regulation? The changing regulative framework for HRM - Michael Barry & Adrian Wilkinson
Chapter 5: International Human Resource Management - David Collings & Kieran Conroy
Chapter 6: Comparative HRM - Elaine Farndale, Chris Brewster, & Wolfgang Mayrhofer
Chapter 7: Managing Across Organizational Boundaries: The New Employment Relationship and its Human Resource Management Implications - Shad Morris, Oded Shenkar, & Alison Mackey
Part 02: Fundamentals of Human Resource Management
Chapter 8: Recruitment and Selection - Filip Lievans & Derek Chapman
Chapter 9: Training, Development and Skills - Irena Grugulis
Chapter 10: Talent Management: Disentangling key ideas - Eva Gallardo-Gallardo & Marian Thunnissen
Chapter 11: Leadership Development: The shift from "ready now" to "ready able" - Lacey Leone McLaughlin, Albert A. Vicere, & Ian Ziskin
Chapter 12: Understanding Performance Appraisal: Supervisory and Employee Perspectives - Michelle Brown
Chapter 13: Compensation - Barry Gerhart & Ingo Weller
Chapter 14: HRM, Equality and Diversity - Anne-Marie Greene
Chapter 15: Creating and Sustaining Involvement and Participation in the Workplace - Adrian Wilkinson & Paula Mowbray
Chapter 16: Exploring Electronic HRM: management fashion or fad? - Tanya Bondarouk, Huub Ruël, & B Roeleveld
Chapter 17: Health, Safety and Wellbeing - Rebecca Loudoun & Richard Johnstone
Chapter 18: Industrial Relations: Changing trends across theory, policy and practice - Peter Sheldon, Greg Bamber, Christopher Land-Kazlauskas, & Thomas A. Kochan
Chapter 19: Discipline and Grievances - Brian Klaas
Chapter 20: Downsizing - Stewart Johnstone
Chapter 21: Employee Engagement: The past, present and the future - Ji Koung Kim & Jeffery LePine
Chapter 22: Working Time and Work-Life Balance - Janet Walsh
Chapter 23: The changing face of work design research: Past, present, and future directions - Sharon Parker, Caroline Knight, & Sandra Ohly
Part 03: Contemporary Issues
Chapter 24: Strategic Human Resource Management: Where do we go from here? - Dorothea Roumpi & John E. Delery
Chapter 25: Human Resource Management in Developing Countries - Fang Lee Cooke
Chapter 26: HRM and National Economic Performance - Jonathan Michie
Chapter 27: Human Resource Management and the Resource Based View - Paul Boselie, Jaap Paauwe, & Monique Veld
Chapter 28: Big Data and Human Resource Management - Mark Huselid & Dana Minbaeva
Chapter 29: Human Resources and Ethics Management: Partners in (Reducing) Crime - Niki A. den Nieuwenboer & Linda Treviño
Chapter 30: HRM in Small Firms: Balancing Informality with Formality - Paul Edwards & Monder Ram
Chapter 31: HRM in Multinational Companies - B. Sebastian Reiche & Dana Minbaeva
Chapter 32: Human Resource Management in the Public Sector: New public management, responsive governance and the consequences of the economic crisis - Stephen Bach