Each chapter is co–authored by at least one academic and one professional to integrate theory, research and practice throughout.
Consisting of 32 chapters and a total of 78 authors, including the top HR scholars and some of the most prominent HR managers, executives and consultants in the field today, the Handbook is a unique resource for HR professionals and is also suitable for advanced undergraduate and graduate students on HRM courses.
2. The History and Evolution of Human Resource Management.
3. Business Strategy and Human Resource Management.
4. Strategic Industrial Relations.
5. Analytical Financial Tools and Human Resources Management.
6. A Power and Politics Perspective on Human Resources Management.
7. Strategic Change: A New Dimension of Human Resource Management.
8. The Legal Context of Human Resource Management.
9. Managing the Impact of Information Technology on Human Resources Management.
10. Accountability in Human Resource Management.
11. Ethical Issues in Human Resource Management.
12. Juggling on a High Wire: The Role of the International Human Resource Manager.
13. International Industrial Relations.
14. Workforce Diversity.
15. Implications of Organizational Downsizing for the Human Resource Practices.
16. Preserving and Realizing Acquisition Value Through Human Resource Practices.
17. Organizational Culture and Human Resource Management.
18. Grievance Procedures and Dispute Resolution.
19. High Involvement Organizations and Industrial Democracy.
20. Empowerment and Work Teams.
21. Work Force Governance.
22. The Ultimate Human Resource Planning.
23. Organizational Staffing.
24. Performance Appraisal Design, Development and Implementation.
25. Promotion, Succession and Career Systems.
26. Management Development in a New Business Policy.
27. Employee Compensation.
28. Executive Compensation.
29. Human Resources Management and Employee Attitudes.
30. The Management of Absence.
31. Human Resources Management and Employee Turnover and Transfer.
32. Human Resources Management and Organizational Effectiveness.
Sherman D. Rosen is a Management Consultant with Deloitte and Touche and was formerly Vice President of Human Resources at Hartmarx, Inc.
Darold T. Barnum is Professor of Management, University of Illinois at Chicago.