Wilkinson, A: SAGE Handbook of Human Resource Management

PART ONE: FRAMING HRM Introduction The Field of Human Resource ManagementHuman Resource Management - Howard Gospel An Historical PerspectiveModels of Strategic HRM - Saba Colakoglu, Ying Hong and Dave LepakThe Employment Relationship - John Budd and Devasheesh BhaveThe Regulative Framework for HRM - Michael BarryThe Evolution of HR Strategy - Scott A Snell and Shad Morris Adaptations to Increasing Global ComplexityStrong Situations and Firm Performance - John J Haggerty and Patrick M Wright A Proposed Re-Conceptualization of the Role of the HR FunctionInternational and Comparative HRM - Richard Hall and Nick WailesPART TWO: FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENTRecruitment and Selection - Filip Lievans and Derek ChapmanTraining and Development in Organizations - Phyllis TharenouManagement and Leadership Development - Chris Mabey and Tim Finch-LeesUnderstanding Performance Management and Appraisal - Michelle Brown and Victoria S Lim Supervisory and Employee PerspectivesCompensation - Barry GerhartHRM and Equal Opportunities - Anne-Marie GreeneInvolvement and Participation - Graham Dietz, Adrian Wilkinson and Tom RedmanExtending the Reach of Job Design Theory - Sharon Parker and Sandra Ohly Going Beyond the Job Characteristics ModelHealth and Safety/Employee Well Being - Rebecca Loudoun and Richard JohnstoneIndustrial Relations and Collective Bargaining - Thomas A Kochan and Greg BamberDiscipline and Grievances - Brian KlassDownsizing and Redundancy - Wayne CascioPART THREE: CONTEMPORARY ISSUES Strategic HRM - Brian E Becker and Mark Huselid Where Do We Go from Here?The Employee Experience of Work - Francis Green, Katy Huxley and Keith WhitfieldHRM in Developing Countries - Pawan Budwar and Yaw A DebrahHRM and National Economic Performance - Jonathan MichieHRM and the Resource-Based View - Paul Boselie and Jaap PaauweComplexity-Based Agile Enterprises - Lee Dyer and Jeff Ericksen Putting Self-Organizing Emergence to WorkHRM across Organizational Boundaries

Before joining Durham University Business School, Tom was Professor of Human Resource Management at the University of Sheffield. Prior to this he was Professor of HRM at the University of Teesside. Tom spent 10 years in industry in quality, production and HR management positions (mainly with Royal Worcester Porcelain) prior to re-entering academic life.

"This is a must-read for everyone in the field of human resource management.  Wilkinson, Bacon, Redman and Snell have done an excellent job of conceptualizing the field of HRM and assembled an outstanding international cast of chapter authors. The four parts of the Handbook cover virtually all aspects of HRM: from micro to macro views, from private to public sector, from strategic to historical perspectives, and from the class functions to the contemporary issues."