The Handbook Of Human Resource Management

This new edition of The Handbook of Human Resource Management has been thoroughly updated by leading international specialists to provide wide ranging overviews of developments worldwide from the UK, Continental Europe, USA and Australia - including Japanese HRM practices in the UK and USA. The second edition provides an update of all the chapters from the first edition, including selection, performance appraisal, employee commitment and involvement, performance and reward, training, flexibility and women in the labour force plus for the first time, 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. The Handbook of Human Resource Management is divided into three parts: the first places HRM in an international context with overviews of trends and developments in HRM worldwide. The second part describes and analyses HRM in practice across a wide range of HRM policies and management techniques, from selection and appraisal to training and flexibility. The final part is a collection of case studies of organizations in manufacturing, chemicals, retailing, ship repair and paper manufacturing.

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.