The Oxford Handbook of Human Resource Management

by Boxall, Peter; Purcell, John; Wright, Patrick

• ISBN13: 9780199282517
• ISBN10: 019928251X
• Format: Hardcover
• Copyright: 2007-03-22
• Publisher: Oxford University Press

Summary

Human Resource Management is central to management teaching and research, and has emerged in the last decade as a significant field from its earlier roots in Personnel Management, Industrial Relations, and Industrial Psychology. The editors have gathered leading international academics from a range of disciplines to consider the state of the discipline.

Table of Contents

List of Figures	p. viii
List of Tables	p. ix
List of Contributors	p. x
Human Resource Management: Scope, Analysis, and Significance	p. 1
Foundations and Frameworks
The Development of HRM in Historical and International Perspective	p. 19
The Goals of HRM	p. 48
Economics and HRM	p. 68
Strategic Management and HRM	p. 88
Organization Theory and HRM	p. 108
HRM and the Worker: Towards a New Psychological Contract?	p. 128
HRM and the Worker: Labor Process Perspectives	p. 147
HRM and Societal Embeddedness	p. 166
Core Processes and Functions
Work Organization	p. 187
Employment Subsystems and the 'HR Architecture'	p. 210
Employee Voice Systems	p. 231
EEO and the Management of Diversity	p. 251
Recruitment Strategy	p. 273
Selection Decision-Making	p. 300
Training, Development, and Competence	p. 324
Remuneration: Pay Effects at Work	p. 344
Performance Management	p. 364
Patterns and Dynamics
HRM Systems and the Problem of Internal Fit	p. 385
HRM and Contemporary Manufacturing	p. 405
Service Strategies: Marketing, Operations, and Human Resource Practices	p. 428
HRM and Knowledge Workers	p. 450
HRM and the New Public Management	p. 469
Multinational Companies and Global Human Resource Strategy	p. 489
Transnational Firms and Cultural Diversity	p. 509
Measurement and Outcomes
HRM and Business Performance	p. 533
Modeling HRM and Performance Linkages	p. 552
Family-Friendly, Equal-Opportunity, and High-Involvement Management in Britain	p. 581
Social Legitimacy of the HRM Profession: A US Perspective	p. 599
Index	p. 621
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