The Oxford Handbook of Human Resource Management

HRM is central to management teaching and research, and has emerged in the last decade as a significant field from its earlier roots in Personnel Management, Industrial Relations, and Industrial Psychology. People Management and High Performance teams have become key functions and goals for manager at all levels in organizations. The Oxford Handbook brings together leading scholars from around the world - and from a range of disciplines - to provide an authoritative account of current trends and developments. The Handbook is divided into four parts: * Foundations and Frameworks, * Core Processes and Functions, * Patterns and Dynamics, * Measurement and Outcomes. Overall it will provide an essential resource for anybody who wants to get to grips with current thinking, research, and development on HRM.

1: Peter Boxall, John Purcell, and Pat Wright: Human Resource Management: Scope, Analysis, and Significance
Part I: Foundations and Frameworks
2: Bruce Kaufman: The Development of Human Resource Management in Historical and International Perspective
3: Peter Boxall: The Goals of HRM
4: Damian Grimshaw and Jill Rubery: Economics and Human Resource Management
5: Matthew Allen and Pat Wright: Strategic Management and HRM
6: Tony Watson: Organizational Theory and HRM
7: David Guest: Human resource management and the worker: towards a new psychological contract?
8: Paul Thompson and Bill Harley: HRM and the Worker: Labour Process Perspectives
9: Jaap Paauwe and Paul Boselie: HRM and Societal Embeddedness
Part 2: Core Processes and Functions
10: Sharon Parker and John Cordery: Work Organization
11: David Lepak and Scott Snell: Employment sub-systems and the 'HR architecture'
12: Mick Marchington: Employee Voice Systems
13: Ellen Kossek and Shaun Pichler: EEO and the Management of Diversity
14: Marc Orlitzky: Recruitment Strategy
15: Neal Schmitt and Brian Kim: Selection Decision-Making
16: Jonathan Winterton: Training, Development and Competency
17: James Guthrie: Renumeration: Pay Effects at Work
18: Gary Latham, Lorne Sulsky, and Heather MacDonald: Performance Management
Part 3: Patterns and Dynamics
19: Sven Kepes and John Delery: HRM Systems and the Problem of Internal Fit
20: Rick Delbridge: HRM and Contemporary Manufacturing
21: Rosemary Batt: Service Strategies: Marketing, Operations, and Human Resource Practices
22: Juani Swart: HRM and Knowledge Workers
23: Stephen Bach and Ian Kessler: HRM and the New Public Management
24: Bill Cooke: Multinational Companies and Global HR Strategy
25: Helen De Cieri: Transnational Firms and Cultural Diversity
Part 4: Measurement and Outcomes
26: John Purcell and Nick Kinnie: HRM and Business Performance
27: Barry Gerhart: Modeling Human Resource Management and Performance Linkages
28: Stephen Wood and Lilian de Menezes: Family-friendly, Equal Opportunity and High-involvement Management in Britain
29: Tom Kochan: Social Legitimacy of the Human Resource Management Profession: A U.S. Perspective