The SAGE Handbook of Human Resource Management

Adrian Wilkinson is Professor at Griffith University, Brisbane, Australia and is Visiting Professor at the University of Sheffield and an Academic Fellow at the Centre for International Human Resource Management at the Judge Institute, University of Cambridge. Adrian has authored, co-authored and edited some 30 books, over 150 articles in refereed journals and numerous book chapters.  Recent books (with co-authors): The Oxford Handbook of Management (OUP, 2017), A very short, fairly interesting and reasonably cheap book about employment relations (Sage, 2017), The Routledge Companion to Employment Relations (Routledge, 2018), The Sage Handbook of Human Resource Management (Sage, 2019), The Future of Work and Employment (Elgar, 2020), Case Studies in Work, Employment and Human Resource Management (Elgar, 2020) and the Handbook of Research on Employee Voice (Elgar, 2020.) He is a Fellow of the Chartered Institute of Personnel and Development in the UK and a Fellow of the Australian Human Resource Institute. He is a Fellow of the Academy of Social Sciences and a Fellow of the Australian Academy of Social Sciences.

The new edition of the Sage Handbook ′The SAGE Handbook of Human Resource Management′ edited by Adrian Wilkinson, Nick Bacon, Scott Snell and David Lepak brings together many of the world′s leading academic experts on HRM to provide 32 high quality chapters addressing all the contemporary issues in HRM. The outstanding set of contributors to this volume provide a state-of-the-art analysis of the evolution, the challenges and the emerging developments in HRM within an international context.  Anyone looking for thoughtful and authoritative accounts of all the important areas of HRM will find them here.

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