The SAGE Handbook of Human Resource Management focuses on familiarising the reader with the fundamentals of applied human resource management, while contextualizing practice within wider theoretical considerations. Internationally minded chapters combine a critical overview with discussion of key debates and research, as well as comprehensively dealing with important emerging interests.

Table of Contents

• List of Figures
• List of Tables
• Notes on the Editors and Contributors
• The Changing Field of Human Resource Management - Adrian Wilkinson, Nicolas Bacon, Scott Snell and David Lepak
• Part I: Context of Human Resource Management
• 1. Human Resource Management: A Historical Perspective - Howard Gospel
• 2. Models of Strategic Human Resource Management - Kaifeng Jiang and Pingshu Li
• 3. The Employment Relationship: Key Elements, Alternative Frames of Reference, and Implications for HRM - John W. Budd and Devasheesh P. Bhave
• 4. Regulation, Deregulation or Re-regulation? The Changing Regulative Framework for HRM - Michael Barry and Adrian Wilkinson
• 5. International Human Resource Management - David G. Collings and Kieran M. Conroy
• 6. Comparative HRM - Elaine Farndale, Chris Brewster and Wolfgang Mayrhofer
• 7. Managing across Organizational Boundaries: The New Employment Relationship and its Human Resource Management Implications - Shad Morris, Oded Shenkar and Alison Mackey
• Part II: Fundamentals of Human Resource Management
• 8. Recruitment and Selection - Filip Lievens and Derek Chapman
• 9. Training, Development and Skills - Irena Grugulis
• 10. Talent Management: Disentangling Key Ideas - Eva Gallardo-Gallardo and Marian Thunnissen
• 11. Leadership Development: The Shift from ‘Ready Now’ to ‘Ready Able’ - Lacey Leone McLaughlin, Albert A. Vicere and Ian Ziskin
• 12. Understanding Performance Appraisal: Supervisory and Employee Perspectives - Michelle Brown
• 13. Compensation - Barry Gerhart and Ingo Weller
• 14. HRM, Equality and Diversity - Anne-Marie Greene
• 15. Creating and Sustaining Involvement and Participation in the Workplace - Adrian Wilkinson and Paula Mowbray
• 16. Exploring Electronic HRM: Management Fashion or Fad? - Tanya Bondarouk, Huub Ruël and Bram Roeleveld
• 17. Health, Safety and Well-being - Rebecca Loudoun and Richard Johnstone
• 18. Industrial Relations: Changing Trends across Theory, Policy and Practice - Peter Sheldon, Greg J. Bamber, Christopher Land-Kazlauskas and Thomas A. Kochan
• 19. Discipline and Grievances - Brian Klaas
• 20. Downsizing - Stewart Johnstone
• 21. Employee Engagement: The Past, the Present and the Future - Ji Koung Kim and Jeffery A. LePine
• 22. Working Time and Work-Life Balance - Janet Walsh
• 23. The Changing Face of Work Design Research: Past, Present, and Future Directions - Sharon K. Parker, Caroline Knight and Sandra Ohly
• Part III: Contemporary Issues
• 24. Strategic HRM: Where Do We Go from Here? - Dorothea Roumpi and John E. Delery
• 25. Human Resource Management in Developing Countries - Fang Lee Cooke
• 26. HRM and National Economic Performance - Jonathan Michie
• 27. Human Resource Management and the Resource-Based View - Paul Boselie, Jaap Paauwe and Monique Veld
• 28. Big Data and Human Resource Management - Mark Huselid and Dana Minbaeva
• 29. Human Resources and Ethics Management: Partners in (Reducing) Crime - Niki A. den Nieuwenboer and Linda K. Treviño
• 30. HRM in Small Firms: Balancing Informality and Formality - Paul Edwards and Monder Ram
• 31. HRM in Multinational Companies - B. Sebastian Reiche and Dana Minbaeva
• 32. Human Resource Management in the Public Sector: New Public Management, Responsive Governance and the Consequences of the Economic Crisis - Stephen Bach