Human Resource Management: A Critical Approach Book

List offigures vii

List of tables viii

About the editors ix

Contributors x

1 Human resource management: a critical approach David G. Collings Geoffrey Wood 1

Section I The context of HRM 17

2tHRM in changing organizational contexts Phil Johnson 19

3tStrategic HRM: a critical review Jaap Paauwe Corine Boon 38

4tHRM and organizational performance Stephen Wood 55

5tHRM: an ethical perspective Mick. Fryer 75

6tOrganizational outsourcing and the implications for HRM Richard Haines 92

7tThe socio-cultural aspects of knowledge management and the links to HRM: a critical perspective Donald Hislop 113

8tHRM in small and medium-sized enterprises (SMEs) Tony Dundon Adrian Wilkinson 130

section II The practice of HRM 149

9 Recruitment and selection Rosalind Searle 151

10 R planning: institutions, strategy, tools and techniques Zsuzsa Kispal-Vitai Geoffrey Wood 169

11 Performance management Anthony Mcdonnell Patrick Gunnigle 189

12 Reward management Suzanne Richbell Geoffrey Wood 208

13 Human resource development Irena Grugulis 222

14 Industrial relations and human resource management Gilton Klerck 237

Section III The international context of HRM 261

15 Human resource management in emerging markets Frank M. Horwitz Kamel Mellahi 263

16 Comparative HRM: the debates and the evidence Chris Brewster Wolfgang Mayrhofer 278

17 International human resource management David G. Collings Hugh Scullion Deirdre Curran 296

Index 313