Managing Human Resources – Human Resource Management in Transition 5e

<p>Notes on Contributors vii</p>
<p>List of Figures ix</p>
<p>List of Tables x</p>
<p>List of Boxes xi</p>
<p>Part I Introduction 1</p>
<p>1. Human Resource Management in Transition 3<br /> Martin R. Edwards and Stephen Bach</p>
<p>2. Human Resource Management and Performance 18<br /> Paul Boselie</p>
<p>3. Legal Aspects of the Employment Relationship 37<br /> Graeme Lockwood and Kevin Williams</p>
<p>Part II Context 59</p>
<p>4. Corporate Governance and Human Resource Management 61<br /> Andrew Pendleton and Howard Gospel</p>
<p>5. The International Human Resource Function 79<br /> Tony Edwards and Anthony Ferner</p>
<p>6. Customer Service Work, Employee Well–being and Performance 100<br /> Stephen Deery and Vandana Nath</p>
<p>Part III Resourcing and Development 123</p>
<p>7. Recruitment and Selection 125<br /> Jane Bryson, Susan James and Ewart Keep</p>
<p>8. Work Life Balance: The End of the ′Overwork′ Culture? 150<br /> Janet Walsh</p>
<p>9. Skills and Training 178<br /> Irena Grugulis</p>
<p>10. HRM and Leadership 198<br /> Deanne N. Den Hartog and Corine Boon</p>
<p>Part IV Performance and Rewards 219</p>
<p>11. Performance Management 221<br /> Stephen Bach</p>
<p>12. Remuneration Systems 243<br /> Ian Kessler</p>
<p>13. Employee Involvement and Voice 268<br /> Adrian Wilkinson, Tony Dundon and Mick Marchington</p>
<p>14. Employee Representation 289<br /> Stephanie Tailby</p>
<p>Part V Process and Outcomes 315</p>
<p>15. Outsourcing and Human Resource Management 317<br /> Virginia Doellgast and Howard Gospel</p>
<p>16. Employee Engagement: An Evidence–based Review 336<br /> Riccardo Peccei</p>
<p>17. HRM and Employee Well–being 364<br /> Michael Clinton and Marc van Veldhoven</p>
<p>18. Employer Branding: Developments and Challenges 389<br /> Martin R. Edwards</p>
<p>Index 411</p>