Despite over three decades of debate around the nature of human resource management (HRM), its intellectual boundaries and its application in practice, the field continues to be dogged by a number of theoretical and practical limitations.
Written by an international team of respected scholars, this updated textbook adopts a critical perspective to examine the core management function of HRM in all its complexity – including its darker sides.
Human Resource Management: A Critical Approach opens with a critique of the very concept of HRM, tracing its development over time, and then systematically analyses the context of HRM, practice of HRM and international perspectives on HRM. New chapters commissioned for this second edition look at HRM and the issues of diversity, migration, global supply chains and economic crisis.
This textbook is essential reading for advanced and inquisitive students of HRM, and for HRM professionals looking to deepen their understanding of the complexities of their field.
"This wide-ranging critical text places human resource management appropriately in its broader social scientific and historical contexts. It makes a distinctive and accessible contribution to the field and will appeal to many of those who seek a more reflective and critical approach to the subject."
Richard Croucher, Professor of Comparative Employment Relations, Middlesex University Business School, UK, and Adjunct Professor, Norwegian School of Economics, Norway
"This book delivers detailed and engaging contributions by leading authors. An important point of distinction for the book is the emphasis on critical analysis of topics that matter in HRM. I recommend it for advanced students and managers interested in HRM."
Helen De Cieri, Professor of Management, Monash University, Australia
"This revised edition provides a much-needed critical reflection on HRM covering the field’s most up-to-date challenges. Questioning both content and context, we are provided with a deeper understanding of HRM than hitherto available to both professionals and scholars."
Elaine Farndale, Associate Professor, The Pennsylvania State University, USA, and Tilburg University, The Netherlands
Chapter 1. Human resource management: a critical approach
David G Collings, Geoffrey T. Wood and Leslie T. Szamosi
Chapter 2. HRM in changing organisational contexts
Phil Johnson and Leslie T. Szamosi
Chapter 3. Strategic HRM: a critical review
Jaap Paauwe and Corine Boon
Chapter 4. HRM and organisational performance
Chapter 5. HRM: an ethical perspective
Chapter 6. HRM practies to diversity management: individualization, precariousness and precarity
Darren T. Baker and Elisabeth K. Kelan
Chapter 7. Organizational outsourcing and the implications for HRM
Fang Lee Cooke
Chapter 8. Reconfiguration and regulation of supply chains and HRM in times of economic crisis
Phil Johnson, Geoffrey Wood, Pauline Dibben, John Cullen, Juliana Meira, Debby Bonnin, Luiz Miranda, Gareth Crockett and Caroline Linhares
Chapter 9. Knowledge and organisational learning and its management through HR practices: a critical perspective
Chapter 10. HRM in small and medium-sized enterprises (SMEs)
Tony Dundon and Adrian Wilkinson
Chapter 11: Recruitment and selection
Rosalind Searle and Rami Al-Sharif
Chapter 12: HR planning: institutions, strategy, tools and techniques
Zsuzsa Kispal-Vitai and Geoffrey Wood
Chapter 13: Performance management
Anthony McDonnell, Patrick Gunnigle and Kevin R. Murphy
Chapter 14: Reward management
Suzanne Richbell and Geoffrey T. Wood
Chapter 15: Human resource development
Chapter 16. Industrial relations and human resource management
Chapter 17. Human resource management in emerging markets
Frank M. Horowitz and Kamel Mellahi
Chapter 18. Comparative HRM: the debates and the evidence
Chris Brewster and Wolfgang Mayrhofer
Chapter 19. International human resource management
David G. Collings, Hugh Scullion and Deirdre Curran
Chapter 20. HRM in crisis
Mathew Johnson and Jill Rubery