Human Resource Management

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.

"This wide-ranging critical text places human resource management appropriately in its broader social scientific and historical contexts. It makes a distinctive and accessible contribution to the field and will appeal to many of those who seek a more reflective and critical approach to the subject."Richard Croucher, Professor of Comparative Employment Relations, Middlesex University Business School, UK, and Adjunct Professor, Norwegian School of Economics, Norway"This book delivers detailed and engaging contributions by leading authors. An important point of distinction for the book is the emphasis on critical analysis of topics that matter in HRM. I recommend it for advanced students and managers interested in HRM."Helen De Cieri, Professor of Management, Monash University, Australia"This revised edition provides a much-needed critical reflection on HRM covering the field’s most up-to-date challenges. Questioning both content and context, we are provided with a deeper understanding of HRM than hitherto available to both professionals and scholars."Elaine Farndale, Associate Professor, The Pennsylvania State University, USA, and Tilburg University, The Netherlands

• Chapter 1. Human resource management: a critical approachDavid 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. KelanChapter 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 crisisPhil Johnson, Geoffrey Wood, Pauline Dibben, John Cullen, Juliana Meira, Debby Bonnin, Luiz Miranda, Gareth Crockett and Caroline LinharesChapter 9. Knowledge and organisational learning and its management through HR practices: a critical perspectiveClaire 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-SharifChapter 12: HR planning: institutions, strategy, tools and techniques Zsuzsa Kispal-Vitai and Geoffrey WoodChapter 13: Performance managementAnthony McDonnell, Patrick Gunnigle and Kevin R. MurphyChapter 14: Reward management Suzanne Richbell and Geoffrey T. WoodChapter 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 evidenceChris 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