The Handbook of Human Resource Management
Human Resource Management in Action
2. Edition October 1996
564 Pages, Softcover
Wiley & Sons Ltd
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.
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).