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Contextualising HRM theory and practice can be extremely difficult for students with limited knowledge of the world of work and workplace realities. This unique textbook addresses this problem by providing a practical, case-study based approach to HRM. Written by highly experienced authors, this text is closely structured around the changing role of the HR function and gives students exclusive access to the latest cutting-edge research and developments in HR. It covers a comprehensive range of topics including technological innovation, equality and diversity, work-life balance, coaching and international perspectives.ABOUT THE AUTHORS
Michael Muller-Camen
Michael Muller-Camen is Professor of International HRM at Middlesex University Business School. He has taught at universities in Austria, Germany and the UK and his work appeared in outlets such as the British Journal of Management, Journal of Management Studies and Organisation Studies. His main research interests are the comparative study of human resource management, age management and sustainable human resource management.Richard Croucher
Richard Croucher is Professor of comparative employment relations and director of research at MUBS. He has worked on research projects funded by the Department of Trade and Industry, the ESRC, the British Academy, the Low Pay Commission, the Leverhulme Trust and the Anglo-German Foundation for the Study of Industrial Society. His interests are in comparative issues in the management of labour and in minimum wage enforcement internationally.Susan Leigh
Susan Leigh is Programme Leader for the BA in Human Resource Management at MUBS. She is the University''s link person with the North London CIPD Branch and is currently Chair of the Branch. She is a Chartered Fellow of the CIPD and a member of the CIPD Quality Panel and Membership Upgrading Panel. Her research interests lie in psychological contracts, retention and absence management.
List of contents
** Chapter - 00: Introduction; * Section - ONE: HRM in Context; ** Chapter - 01: The Context of HRM; ** Chapter - 02: People and Human Resources Strategies; ** Chapter - 03: HRM and Technological Innovation; ** Chapter - 04: Labour Law; ** Chapter - 05: Equality and Diversity; * Section - TWO: Employee Resourcing; ** Chapter - 06: HR Planning; ** Chapter - 07: Recruitment; ** Chapter - 08: Selection; ** Chapter - 09: Flexibility and Work-Life Balance; * Section - THREE: Managing Employee Performance and Development; ** Chapter - 10: Psychological Contract, Absence and Turnover; ** Chapter - 11: Performance Management and Appraisal; ** Chapter - 12: Reward Systems; ** Chapter - 13: Training and Development; ** Chapter - 14: Understanding Coaching; ** Chapter - 15: People-Related Measure and High Performance; * Section - FOUR: HRM and Employee Representation; ** Chapter - 16: Employment Relations; ** Chapter - 17: Health and Safety at Work; ** Chapter - 18: Employee Communication; * Section - FIVE: Contemporary and Critical Issues; ** Chapter - 19: Changing Roles in HRM; ** Chapter - 20: The Organisation of Work; ** Chapter - 21: International HRM; ** Chapter - 22: Instead of HRM - A Cross Cultural Perspective; ** Chapter - 23: Creating Corporate Capability; ** Chapter - 24: CSR and Sustainable HRM; * Section - SIX: Conclusion; ** Chapter - 25: Potential Future Development in HRM
About the author
Michael Muller-Camen is Professor of International HRM at Middlesex University Business School, UK
Richard Croucher is Professor of Comparative Employment Relations and Director of Research at MUBS, UK
Susan Leigh is Programme Leader for the MA in Human Resource Management (NHS) at MUBS in the UK and teaches HRM to 2nd year undergraduate students.
Summary
Contextualise the theory and practice of human resource management with this practical guide structured around case studies.
