The Handbook of Human Resource Management
2nd Edition
Published on 10. October 1996
Book
Paperback/Softback
568 pages
978-0-631-19851-2 (ISBN)
Description
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.
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.
More details
Series
Edition
2nd edition
Language
English
Place of publication
Hoboken
United Kingdom
Publishing group
John Wiley and Sons Ltd
Target group
College/higher education
Professional and scholarly
Product notice
Paperback (trade)
Unsewn / adhesive bound
Dimensions
Height: 229 mm
Width: 152 mm
Thickness: 33 mm
Weight
905 gr
ISBN-13
978-0-631-19851-2 (9780631198512)
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
Previous edition
Brian Towers
Handbook of Human Resource Management
Book
10/1992
Blackwell Publishers
€47.27
Article exhausted; check for reprint
Person
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.
Content
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).
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).