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Human Resource Management at Work
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A leading textbook in its field, Human Resource Management at Work provides a clear introduction to the multiple meanings of HRM (human resource management) and the relationship between strategy and HRM. Covering international and comparative HRM as well as HRM and performance, it is filled with case studies and activities to bring the subject to life while summarizing the major forces shaping HRM and looking at the principal theoretical frameworks. Ideal for business and HR students taking a critical look at HRM theory and practice, this fully updated 6th edition of Human Resource Management at Work combines the latest research with real-world examples. Linking theory with practice, it encourages a critical awareness of HRM through case studies, real-world examples and activities. Now with a closer analysis of the forces shaping HRM at work and the growth of insecure work, it also features new case studies, an updated literature review and a stronger emphasis on international and comparative HRM. Knowledge intensive firms, employee engagement and talent management are discussed in detail as well, as is the role of bodies such as 'Engage for Success' in promoting new methods of working. Online supporting resources include an instructor's manual and lecture slides.
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Table of Contents

  • Section - ONE: HRM, Strategy and the Global Context;
    • Chapter - 01: HRM, Strategy and Corporate Social Responsibility;
    • Chapter - 02: Forces Shaping HRM at Work;
    • Chapter - 03: High Commitment HRM: Policy and Practice;
    • Chapter - 04: Aligning HRM with Organisational Goals and Market Context;
    • Chapter - 05: International and Comparative HRM;
  • Section - TWO: Responsibilities for Delivering HRM;
    • Chapter - 06: The Role of the HR Function in Changing Times;
    • Chapter - 07: Line Managers, Leadership and HRM;
  • Section - THREE: HRM Practices and Processes;
    • Chapter - 08: Resourcing and Talent Management;
    • Chapter - 09: Performance Management;
    • Chapter - 10: Learning and Knowledge Development;
    • Chapter - 11: Managing Employment Relations;
    • Chapter - 12: Employee Involvement and Participation: Creating Engagement and Voice in the Workplace;
    • Chapter - 13: Reward Management;
    • Chapter - 14: Examining the Links between HR Practices and Processes and Organisational Performance;
  • Section - FOUR: HRM and Performance from a Business Perspective;
    • Chapter - 15: Research Skills and Project Management

About the Author

Mick Marchington is emeritus professor of Human Resource Management at University of Manchester, UK and a Chartered Companion of the CIPD. Adrian Wilkinson is a professor and the director of the Centre for Work, Organisation and Wellbeing at Griffith University, Australia and a Chartered Fellow of the CIPD. Rory Donnelly is a reader in Human Resource Management and Organisational Behaviour at Birmingham Business School, UK and a Chartered Member of the CIPD. Anastasia Kynighou is a senior lecturer in Human Resource Management at Manchester Metropolitan University, UK and a Chartered Member of the CIPD.

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