The Oxford Handbook of Human Resource Management by Peter BoxallThe Oxford Handbook of Human Resource Management by Peter Boxall

The Oxford Handbook of Human Resource Management

EditorPeter Boxall, John Purcell, Patrick Wright

Paperback | June 15, 2008

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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 formanager 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.
Peter Boxall is a Professor of Human Resource Management at the University of Auckland. John Purcell is a Research Professor in the Industrial Relations Research Unit at Warwick Business School. Patrick Wright is a Professor of Strategic Human Resource Management at Cornell University.
Title:The Oxford Handbook of Human Resource ManagementFormat:PaperbackDimensions:776 pages, 9.69 × 6.73 × 1.38 inPublished:June 15, 2008Publisher:Oxford University PressLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:0199547025

ISBN - 13:9780199547029


Table of Contents

1. Peter Boxall, John Purcell, and Pat Wright: Human Resource Management: Scope, Analysis, and SignificancePart I: Foundations and Frameworks2. Bruce Kaufman: The Development of Human Resource Management in Historical and International Perspective3. Peter Boxall: The Goals of HRM4. Damian Grimshaw and Jill Rubery: Economics and Human Resource Management5. Matthew Allen and Pat Wright: Strategic Management and HRM6. Tony Watson: Organizational Theory and HRM7. 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 Perspectives9. Jaap Paauwe and Paul Boselie: HRM and Societal EmbeddednessPart 2: Core Processes and Functions10. Sharon Parker and John Cordery: Work Organization11. David Lepak and Scott Snell: Employment sub-systems and the 'HR architecture'12. Mick Marchington: Employee Voice Systems13. Ellen Kossek and Shaun Pichler: EEO and the Management of Diversity14. Marc Orlitzky: Recruitment Strategy15. Neal Schmitt and Brian Kim: Selection Decision-Making16. Jonathan Winterton: Training, Development and Competency17. James Guthrie: Renumeration: Pay Effects at Work18. Gary Latham, Lorne Sulsky, and Heather MacDonald: Performance ManagementPart 3: Patterns and Dynamics19. Sven Kepes and John Delery: HRM Systems and the Problem of Internal Fit20. Rick Delbridge: HRM and Contemporary Manufacturing21. Rosemary Batt: Service Strategies: Marketing, Operations, and Human Resource Practices22. Juani Swart: HRM and Knowledge Workers23. Stephen Bach and Ian Kessler: HRM and the New Public Management24. Bill Cooke: Multinational Companies and Global HR Strategy25. Helen De Cieri: Transnational Firms and Cultural DiversityPart 4: Measurement and Outcomes26. John Purcell and Nick Kinnie: HRM and Business Performance27. Barry Gerhart: Modeling Human Resource Management and Performance Linkages28. Stephen Wood and Lilian de Menezes: Family-friendly, Equal Opportunity and High-involvement Management in Britain29. Tom Kochan: Social Legitimacy of the Human Resource Management Profession: A U.S. Perspective