Human Resource Management

Part 1 The Changing context of HRM Chapter 1 The anatomy of organisational change in the twenty-first century. James Hunt, University of Newcastle Chapter 2 Changes in human resource policies and practices: management's dream come true? Robin Kramar, Macquarie University Chapter 3 Human resource management and the new careers. Kerr Inkson, Massey University Chapter 4 Human resource management and the ageing workforce Margaret Patrickson, University of South Australia Chapter 5 Contemporary issues regarding work-family policies Jarrod Haar, Te Wananga o Aotearoa and Chester Spell, Rutgers University Chapter 6 Integrating diversity management initiatives with strategic human resource management Ronel Erwee, University of Pretoria, South Africa Chapter 7 Creating the HRM context for knowledge management Lesley Willcoxson, University of Southern Queensland Part 2 Contemporary issues in employment relations Chapter 8 The changing psychological contract: challenges and implications for HRM, organisations and employees Heather Maguire, University of Southern Queensland Chapter 9 Human resource management and the collective employment relationship - a negotiation perspective Ray Fells, University of Western Australia Chapter 10 Human resource management and the individualisation of the employment relationship Peter Waring, University of Newcastle and Mark Bray, University of Newcastle Chapter 11 Managing the new workforce: the challenge of mixed employment relationships Linley Hartmann, University of South Australia Chapter 12 The management of contractors: challenges for human resource management Simon Peel, University College London Chapter 13 Legal regulation of the workforce Suzanne Jamieson, University of Sydney Part 3 Contemporary issues in managing performance and development Chapter 14 Contemporary issues in recruitment and selection Dianna du Plessis, Consultant Chapter 15 The rhetoric and reality of e-cruitment: has the Internet really revolutionised the recruitment process? Susan Hinton, Monash University Chapter 16 Reward philosophy, workplace climate and performance management: three key issues in implementing a 'total reward' framework Graham O'Neill, Consultant Chapter 17 Human resource development and the management of capital knowledge Brian L. Delahaye, Queensland University of Technology Chapter 18 Does mentoring deserve another look? Brian Hansford, Queensland University of Technology, Lisa Ehrich, Queensland University of Technology and Lee Tennent,. Queensland University of Technology Chapter 19 The internal team: the socio-emotional dynamics of team(work) Susan Long, Swinburne University ' Part 4 Managing for the millennium Chapter 20 Power and politics in organisations Dianne Lewis, Queensland University of Technology Chapter 21 Quality culture as a critical factor for quality performance Dianne Waddell, Queensland University of Technology Chapter 22 Ethical challenges for human resource management Michelle R. Greenwood, Monash University Chapter 23 Virtual assignments: a new possibility for IHRM? Denice Ellen Welch, University of Southern Queensland and Marilyn Fenwick, Monash University Chapter 24 Human resource management: the challenges of globalisation Beverley McNally, Open Polytechnic of New Zealand Chapter 25 Company change and human resources: in pursuit of flexibility? Patrick Dawson, University of Aberdeen ' ' '