The Oxford handbook of human resource management / edited by Peter Boxall, John Purcell, and Patrick Wright.

Originally published: 2007.

Includes bibliographical references and index

Human resource management: scope, analysis, and significance / Peter Boxall, John Purcell, and Patrick Wright -- The development of HRM in hisotrical and international perspective / Bruce E. Kaufman -- The goals of HRM / Peter Boxall -- Economics and HRM / Damian Grimshaw and Jill Rubery -- Strategic management and HRM / Mathew R. Allen and Patrick Wright -- Organization theory and HRM / Tony Watson -- HRM and the worker: towards a new psychological contract? / David E. Guest -- HRM and the worker: labor process perspectives / Paul Thompson and Bill Harley -- HRM and societal embeddedness / Jaap Paauwe and Paul Boselie -- Work organization / Joh Cordery and Sharon K. Parker -- Employment subsystems and the 'HR architecture' / David Lepak and Scott A. Snell -- Employee voice systems / Mick Marchington -- EEO and the management of diversity / Ellen Ernst Kossek and Shaun Pichler -- Recruitment strategy / Marc Orlitzky -- Selection decision-making / Neal Schmitt and Brian Kim -- Training, development, and competence / Jonathan Winterton -- Remuneration: pay effects at work / James P. Guthrie -- Performance management / Gary Latham, Lorne M. Sulsky, and Heather MacDonald -- HRM systems and the problem of internal fit / Sven Kepes and John E. Delery -- HRM and contemporary manufacturing / Rick Delbridge -- Service strategies: marketing, operations, and human resource practices / Rosemary Batt -- HRM and knowledge workers / Juani Swart -- HRM and the new public management / Stephen Bach and Ian Kessler -- Multinational companies and global human resource strategy / William N. Cooke -- Transnational firms and cultural diversity / Helen De Cieri -- HRM and business performance / John Purcell and Nicholas Kinnie -- Modeling HRM and performance linkages / Barry Gerhart -- Family-friendly, equal-opportunity, and high-involvement management in Britain / Stephen Wood and Lilian M. de Menezes -- Social legitimacy of the HRM profession: a US perspective / Thomas A. Kochan.

HRM is central to management teaching and research, and has emerged in the last decade as a significant field from its earlier roots in Personnel Management, Industrial Relations, and Industrial Psychology. People Management and High Performance teams have become key functions and goals for manager at all levels in organizations. The Oxford Handbook brings together leading scholars from around the world - and from a range of disciplines - to provide an authoritative account of current trends and developments. The Handbook is divided into four parts: a)Foundations and Frameworks; b) Core Processes and Functions; c) Patterns and Dynamics; d) Measurement and Outcomes. Overall it will provide an essential resource for anybody who wants to get to grips with current thinking, research, and development on HRM.