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Subject: Business and Management  Book Title: The Oxford Handbook of Human Resource Management
The Oxford Handbook of Human Resource Management The Oxford Handbook of Human Resource Management
Boxall, Peter (Editor), Professor of Human Resource Management, the University of Auckland
Purcell, John (Editor), Research Professor, Industrial Relations Research Unit, Warwick Business School
Wright, Patrick (Editor), Professor of Strategic Human Resource Management, Cornell University
  More about the Editors

Print publication date: 2008 Print ISBN-13: 978-0-19-954702-9
Published to Oxford Handbooks Online: September 2009
doi:10.1093/oxfordhb/9780199547029.001.0001


This Book in Print
 
Abstract: Human Resource Management: Scope, Analysis, and Significance – The Development of HRM in Historical and International Perspective – The Goals of HRM – Economics and HRM – Strategic Management and HRM – Organization Theory and HRM – HRM and the Worker: Towards a New Psychological Contract? – HRM and the Worker: Labor Process Perspectives – HRM and Societal Embeddedness – Work Organization – Employment Subsystems and the ‘HR Architecture’ – Employee Voice Systems – EEO and the Management of Diversity – Recruitment Strategy – Selection Decision-Making – Training, Development, and Competence – Remuneration: Pay Effects at Work – Performance Management – HRM Systems and the Problem of Internal Fit – HRM and Contemporary Manufacturing – Service Strategies: Marketing, Operations, and Human Resource Practices – HRM and Knowledge Workers – HRM and the New Public Management – Multinational Companies and Global Human Resource Strategy – Transnational Firms and Cultural Diversity – HRM and Business Performance – Modeling HRM and Performance Linkages – Family-Friendly, Equal-Opportunity, and High-Involvement Management in Britain – Social Legitimacy of the HRM Profession: A US Perspective

Keywords: diversity, employee, employment, goals, human resource management, performance management, recruitment, selection, training, worker, contract, market, model, patterns, performance, function, HRM, management, marketing, process, service, strategic management, system, strategy
1. Human Resource Management
Boxall, Peter
Purcell, John
Wright, Patrick
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3. The Goals of HRM
Boxall, Peter
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4. Economics and HRM
Grimshaw, Damian
Rubery, Jill
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5. Strategic Management and HRM
Allen, Mathew R.
Wright, Patrick
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7. HRM and the Worker
Guest, David E.
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8. HRM and the Worker
Thompson, Paul
Harley, Bill
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9. HRM and Societal Embeddedness
Paauwe, Jaap
Boselie, Paul
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10. Work Organization
Cordery, John
Parker, Sharon K.
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12. Employee Voice Systems
Marchington, Mick
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13. EEO and the Management of Diversity
Ernst Kossek, Ellen
Pichler, Shaun
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14. Recruitment Strategy
Orlitzky, Marc
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15. Selection Decision-Making
Schmitt, Neal
Kim, Brian
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18. Performance Management
Latham, Gary
Sulsky, Lorne M.
MacDonald, Heather
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19. HRM Systems and the Problem of Internal Fit
Kepes, Sven
Delery, John E.
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21. Service Strategies
Batt, Rosemary
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23. HRM and the New Public Management
Bach, Stephen
Kessler, Ian
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26. HRM and Business Performance
Purcell, John
Kinnie, Nicholas
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Index
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Patrick Wright is William J. Canaty / GE Professor of Strategic HR and Director of the Cornell Center for Advanced Human Resource Studies in the School of Industrial and Labor Relations, Cornell University. His research interests span the relationship between HR practices and firm performance, the creation of a strategic HR function, and HR's role in corporate governance, and he is the co-author of Fundamentals of Human Resource Management (McGraw Hill) with Raymond Noe, John Hollenbeck, and Barry Gerhart.

Peter Boxall is Professor of Human Resource Management and Associate Dean for Research in the Business School at the University of Auckland. His research is concerned with the links between HRM and strategic management and with the changing nature of work and employment systems and he is the co-author of Strategy and Human Resource Management (Palgrave Macmillan) with John Purcell.

John Purcell is Research Professor at the Industrial Relations Research Unit, Warwick Business School, focusing on the impact of the Information and Consultation Regulations on UK companies. He is also the Strategic Academic Adviser for the Advisory, Conciliation and Arbitration Service (Acas). In addition, he is a Deputy Chairman of the Central Arbitration Committee (CAC), dealing with trade union recognition. He is the co-author, with Peter Boxall, of Strategy and Human Resource Management (Palgrave Macmillan).

(At time of publication)


 
Patrick Wright
John Purcell
Peter Boxall
doi:10.1093/oxfordhb/9780199547029.001.0001



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I Foundations and Frameworks
II Core Processes and Functions
III Patterns and Dynamics
IV Measurement and Outcomes