Managing Human Resources Human Resource Management in Transition [Paperback]

As in previous editions, Managing Human Resources analyses HRM, the study of work and employment, using an integrated multi-disciplinary approach. The starting point is a recognition that HRM practice and firm performance are influenced by a variety of institutional arrangements that extend beyond the firm. The consequences of HRM need to incorporate analysis of employees and other stakeholders as well as the implications for organizational performance.

Notes on Contributors vii

List of Figures ix

List of Tables x

List of Boxes xi

Part I Introduction 1

1. Human Resource Management in Transition 3
Martin R. Edwards and Stephen Bach

2. Human Resource Management and Performance 18
Paul Boselie

3. Legal Aspects of the Employment Relationship 37
Graeme Lockwood and Kevin Williams

Part II Context 59

4. Corporate Governance and Human Resource Management 61
Andrew Pendleton and Howard Gospel

5. The International Human Resource Function 79
Tony Edwards and Anthony Ferner

6. Customer Service Work, Employee Well-being and Performance 100
Stephen Deery and Vandana Nath

Part III Resourcing and Development 123

7. Recruitment and Selection 125
Jane Bryson, Susan James and Ewart Keep

8. Work–Life Balance: The End of the 'Overwork' Culture? 150
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