Human Resource Management
Strategic and International Perspectives
Published on 23. April 2014
Book
Hardback
400 pages
978-1-4462-7078-3 (ISBN)
Description
This new text treats international, strategic and contemporary issues as central to the study and practice of Human Resource Management. Covering the core curriculum, this book provides all the knowledge and tools you need to get the best possible grades and achieve career success after university.
Key Features:
Skills and employability focus will help you to develop the key transferable skills valued by graduate employers
Debating HRM boxes encourage critical analysis and debate
International and cross-cultural cases and discussion will prepare you for the global workplace
Contemporary and strategic issues are introduced early on, underpinning the HRM functions
Chapters on SMEs and the not-for-profit and voluntary sectors will ensure that your knowledge and skills can be applied in a range of organisational settings
Mapped to the CIPD's learning outcomes but equally suitable for non-specialist students
Journal articles, a glossary, podcasts and other resources are available on the book's website at www.sagepub.co.uk/crawshaw
Key Features:
Skills and employability focus will help you to develop the key transferable skills valued by graduate employers
Debating HRM boxes encourage critical analysis and debate
International and cross-cultural cases and discussion will prepare you for the global workplace
Contemporary and strategic issues are introduced early on, underpinning the HRM functions
Chapters on SMEs and the not-for-profit and voluntary sectors will ensure that your knowledge and skills can be applied in a range of organisational settings
Mapped to the CIPD's learning outcomes but equally suitable for non-specialist students
Journal articles, a glossary, podcasts and other resources are available on the book's website at www.sagepub.co.uk/crawshaw
Reviews / Votes
'In a profession that is constantly evolving, this text makes an original contribution by examining the key components of HR in a clear and focussed manner. The authors achieve this by using a range of 'real' case studies and innovative 'conversations' with current HR practitioners. There are links to the CIPD and 'key skill' text boxes enabling the reader to locate their studies in a wider context. The chapter surrounding ethics in organisations is particularly relevant given the breakdown in trust in organisations. Overall the book is well written and easy to follow. I would recommend it to any student keen to develop their knowledge and understanding of HR practices.' -- Kevin Roe 'The authors have provided a fascinating examination and exploration of IHRM theories, practices and debates. Reflecting on the global landscape of HR, this book offers a wide range of current examples, tasks, questions and further reading, enabling readers to immerse themselves and get to grips with this often challenging and complex world. This is an invaluable resource for both students and lectures, as well as managers engaging with the international dimensions of HRM.' -- Pia Glen 'This new book engages the reader to think beyond conventional human resources policies and consider employees more holistically. For example, in chapter 10 there is an interesting evaluation of research into the benefits of intrinsic motivations (non-pay rewards such as autonomy, trust, fun) in comparison to conventional extrinsic rewards, (salary and performance related incentives). The book is also student friendly, accessible and provides a contemporary and well written course text.' -- Michael L Nieto 'This textbook will make it easier for the growing number of HRM students to find their way through the maze of HRM theory and practice. A worthwhile book for those studying the management of people at work.' -- Dr Yehuda Baruch 'The authors bring an important mix of new topics to the field of HRM and capture key contemporary debates in a very accessible way.' -- Paul Sparrow 'An excellent, comprehensive and thought provoking book which covers the theory of HRM and its application in practice' -- Professor Adrian WilkinsonMore details
Language
English
Place of publication
London
United Kingdom
Target group
College/higher education
Professional and scholarly
Dimensions
Height: 232 mm
Width: 186 mm
Weight
849 gr
ISBN-13
978-1-4462-7078-3 (9781446270783)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
New editions
Jonathan Crawshaw | Pawan Budhwar | Ann Davis
Human Resource Management
Strategic and International Perspectives
Book
04/2017
2nd Edition
SAGE Publications Ltd
€209.47
Article exhausted; check for reprint
Persons
Jonathan R. Crawshaw is Senior Lecturer and Director of the Research Degrees Programmes in Aston Business School, Aston University.
Pawan Budhwar is Professor of International HRM and Joint Director of Aston India Foundation for Applied Research at Aston Business School, UK. He received his PhD from Manchester Business School. He is the co-founder and first President of the Indian Academy of Management, an affiliate of AOM. Pawan has published over 100 articles in leading journals on topics related to people management, with a specific focus on India. He has also written and/or co-edited 15 books on HRM-related topics for different national and regional contexts. He is the co-Editor-in-Chief of the British Journal of Management and an Associate Editor of Human Resource Management, a Fellow of the Academy of Social Sciences, the Higher Education Academy, the British Academy of Management and the Indian Academy of Management, and a chartered member of the Chartered Institute of Personnel and Development (CIPD).
Ann Davis is Senior Lecturer in the Work and Organisational Psychology Group at Aston Business School and a member of the Aston Centre for Human Resources, both at Aston University. Her background is in both Work Psychology and HRM, and she is a chartered member of the Chartered Institute of Personnel and Development and of the British Psychological Society. She has taught introductory and advanced courses in the field of people and work for over 20 years. She has published in a variety of peer reviewed journals in HRM and Psychology, her work focussing on the construction and enactment of the employment relationship, primarily from the employee perspective.
Pawan Budhwar is Professor of International HRM and Joint Director of Aston India Foundation for Applied Research at Aston Business School, UK. He received his PhD from Manchester Business School. He is the co-founder and first President of the Indian Academy of Management, an affiliate of AOM. Pawan has published over 100 articles in leading journals on topics related to people management, with a specific focus on India. He has also written and/or co-edited 15 books on HRM-related topics for different national and regional contexts. He is the co-Editor-in-Chief of the British Journal of Management and an Associate Editor of Human Resource Management, a Fellow of the Academy of Social Sciences, the Higher Education Academy, the British Academy of Management and the Indian Academy of Management, and a chartered member of the Chartered Institute of Personnel and Development (CIPD).
Ann Davis is Senior Lecturer in the Work and Organisational Psychology Group at Aston Business School and a member of the Aston Centre for Human Resources, both at Aston University. Her background is in both Work Psychology and HRM, and she is a chartered member of the Chartered Institute of Personnel and Development and of the British Psychological Society. She has taught introductory and advanced courses in the field of people and work for over 20 years. She has published in a variety of peer reviewed journals in HRM and Psychology, her work focussing on the construction and enactment of the employment relationship, primarily from the employee perspective.
Content
PART I: STRATEGIC ISSUES IN HRM
Chapter 1: Introduction: Context and Challenges for HRM - Jonathan Crawshaw and Alistair Hatch
Chapter 2: HRM and Firm Performance - Anastasia Katou and Pawan Budhwar
Chapter 3: Organisational Change and HRM - Katty Marmenout and Achim Schmitt
Chapter 4: HRM and the Ethical Organisation - Carole Parkes, Helen Borland, Thierry Nadisic and Jonathan Crawshaw
Chapter 5: Globalism, Multinational Enterprises and HRM - Charmi Patel and Pawan Budhwar
PART II: HRM IN PRACTICE
Chapter 6: Workforce Intelligence Planning - Judy Scully. Paul Turner and Michael Gregson
Chapter 7: Recruitment and Selection - Stephen Woods, Lara Zibarras and Daniel Hinton
Chapter 8: Diversity in Organisations: HRM and International Practices - Lilian Otaye-Ebede, Vincenza Priola and Elaine Yerby
Chapter 9: Learning and Development - Margarita Nyfoudi and Helen Shipton
Chapter 10: Reward Strategies and Systems - Ann Davis
Chapter 11: Performance Management and Motivation - Arup Varma and Pawan Budhwar
Chapter 12: Workplace Relations and Regulations - Kathy Daniels
PART III: HRM IN CONTEXT
Chapter 13: HRM in Small to Medium Sized Enterprises (SMEs) - Nicholas Theodorakopoulos
Chapter 14: HRM in the Not-for-Profit Sectors - Jennifer Surtees, Karin Sanders, Helen Shipton and Louise Knight
Chapter 1: Introduction: Context and Challenges for HRM - Jonathan Crawshaw and Alistair Hatch
Chapter 2: HRM and Firm Performance - Anastasia Katou and Pawan Budhwar
Chapter 3: Organisational Change and HRM - Katty Marmenout and Achim Schmitt
Chapter 4: HRM and the Ethical Organisation - Carole Parkes, Helen Borland, Thierry Nadisic and Jonathan Crawshaw
Chapter 5: Globalism, Multinational Enterprises and HRM - Charmi Patel and Pawan Budhwar
PART II: HRM IN PRACTICE
Chapter 6: Workforce Intelligence Planning - Judy Scully. Paul Turner and Michael Gregson
Chapter 7: Recruitment and Selection - Stephen Woods, Lara Zibarras and Daniel Hinton
Chapter 8: Diversity in Organisations: HRM and International Practices - Lilian Otaye-Ebede, Vincenza Priola and Elaine Yerby
Chapter 9: Learning and Development - Margarita Nyfoudi and Helen Shipton
Chapter 10: Reward Strategies and Systems - Ann Davis
Chapter 11: Performance Management and Motivation - Arup Varma and Pawan Budhwar
Chapter 12: Workplace Relations and Regulations - Kathy Daniels
PART III: HRM IN CONTEXT
Chapter 13: HRM in Small to Medium Sized Enterprises (SMEs) - Nicholas Theodorakopoulos
Chapter 14: HRM in the Not-for-Profit Sectors - Jennifer Surtees, Karin Sanders, Helen Shipton and Louise Knight