The Handbook of Human Resource Management by Brian TowersThe Handbook of Human Resource Management by Brian Towers

The Handbook of Human Resource Management

EditorBrian Towers

Paperback | December 9, 1996

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The second, fully revised edition of this best-selling handbook features wide ranging, updated overviews of developments worldwide by leading international specialists of developments worldwide from the UK, USA, Europe and Australia as well as ccontributions on all aspects of HRM practice including, for the first time in this edition, chapters on HRM in public sector organizations, its role in the development of business ethics, and HRM in Information technology.

The cases retain updated studies of Ford, Sainsbury and the controversial Rosyth Royal Dockyard as well as new cases of teamworking in an electronics multinational and two studies from Ghana and Korea on the impact of national culture on management.

Brian Towers teaches in the Department of Human Resource Management, Nottingham Business School, Nottingham Trent University. He is the founder and editor of Industrial Relations Journal and an ACAS arbitrator with extensive experience in the practice of industrial relations and human resource management.
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Title:The Handbook of Human Resource ManagementFormat:PaperbackDimensions:564 pages, 9.02 × 6.19 × 1.4 inPublished:December 9, 1996Publisher:Wiley

The following ISBNs are associated with this title:

ISBN - 10:0631198512

ISBN - 13:9780631198512

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Table of Contents

Part I: Contexts: .

1. Human Resource Management in the United Kingdom: David Guest (Birckbeck College, University of London).

2. Human Relations Management in the USA: George Strauss (University of California).

3. Human Resource Management in Japanese Manufacturing Companies in the UK and USA: Barry Wilkinson (University of Bath) and Nick Oliver (University of Cambridge).

4. Human Resource Management: The European Dimension: Paul Kirkbride (Ashridge Management College and University of Hertfordshire).

5. Industrial Relations Reform and Organizational Change: Towards Strategic Human Resource Management in Australia: Greg Bamber and Richard B. Sappey (Queensland University of Technology).

6. Trade Unions and Human Resource Management: P. B. Beaumont (University of Glasgow).

7. Human Resource Management: A Sceptical Look: Ramsumair Singh (University of Lancaster).

Part II: Practice:.

8. Ethics, Strategy and Human Resource Management: Delivering Value to the Employee: Paul Miller (University of Newcastle upon Tyne).

9. Human Resource Management and Selection: Better Solutions or New Dilemmas?: Dora Scholarios and Cliff Lockyer (University of Strathclyde).

10. Performance Appraisal: Gordon Anderson (Glasgow Caledonian University).

11. Involvement, Empowerment and Commitment: Harvie Ramsay (University of Strathclyde).

12. Workforce Flexibility: Paul Blyton (Cardiff Business School).

13. Human Resource Management and Flexibility in Pay: New Solutions or Old Problems?: Cliff Lockyer (University of Strathclyde).

14. Training and Development: The Employers' Responsibility?: Jeff Hyman (University of Strathclyde).

15. Human Resource Management and Women: The Vision of the Gender Blind?: Jean Woodall (Kingston Business School).

16. Human Resource Management in the Public Sector: Chris Moore (University of Strathclyde).

17. Managing Human Resources in the Information Age: John A. Taylor and Helen D. McIntosh (Glasgow Caledonian University and Napier University).

Part III: Cases:.

Case 1: 'Honey and Vinegar': Ford Motor Company's move to Human Resource Management: Alan McKinlay (University of Stirling) and Ken Starkey (University of Nottingham).

Case 2: Culture Change through Training: The Case of Sainsbury: Allan Williams and Paul Dobson (City University Business School).

Case 3: Business and HRM Strategies: The Case of Rosyth Dockyard, Scotland: James Kelly and John Gennard (University of Strathclyde).

Case 4: Human Resource Management at Bayer Diagnostics Manufacturing Ltd: Laurie Hunter and P. B. Beaumont (University of Glasgow).

Case 5: Commitment and Conflict: Worker Resistance to HRM in the Microelectronics Industry: Alan McKinlay and Phil Taylor (University of Stirling and University of Strathclyde).

Case 6: Managing in Different Cultures: The Case of Ghana: Katherine Gardiner (Sheffield Business School).

Case 7: Managers' Work Values in Different Cultures: The Case of the Korea Electric Power Corporation: Young Ha Lee (Seoul Training Centre).

From Our Editors

This new edition of The Handbook of Human Resource Management has been thoroughly updated by leading international specialists to provide wide ranging overviews of developments worldwide from the UK, Continental Europe, USA and Australia - including Japanese HRM practices in the UK and USA. The second edition provides an update of all the chapters from the first edition, including selection, performance appraisal, employee commitment and involvement, performance and reward, training, flexibility and women in the labour force plus for the first time, chapters on HRM in public sector organizations, its role in the development of business ethics, and HRM in information technology. The cases retain updated studies of Ford, Sainsbury and the controversial Rosyth Royal Dockyard, as well as new cases of teamworking in an electronics multinational, and two studies from Ghana and Korea on the impact of national culture on management. The Handbook of Human Resource Management is divided into three parts: the first places HRM in an international context with overviews of tre