Peter Holland is a Professor of Human Resource Management and Director of the Executive MBA at Swinburne University of Technology, Melbourne, Australia.Timothy Bartram is Professor of HR Analytics and Head of Department HRM & IR in the School of Management at RMIT University, Australia, with expertise in HRM and healthcare management.Thomas Garavan is Professor of Leadership Practice at Cork University Business School, Ireland. He was recently listed in the Stanford University Science-Wide author citation indicators 2020 as one of the top 2% of academics in Economics and Business.Kirsteen Grant is Associate Professor of Work and Employment at Edinburgh Napier University, UK, with her research covering professional and responsible work, future of work, younger workers, leadership, and talent management.

• Introduction: Work, Workplaces, and Human Resource Management in a Disruptive World; Peter Holland, Timothy Bartram, Thomas Garavan, and Kirsteen Grant PART 1: HUMAN RESOURCE MANAGEMENT CONTEXTS AND PRACTICES Chapter 1. Human Resource Management in Emerging Economies; Frank Horwitz and Fang Lee Cooke Chapter 2. Employee Relations, Unionisation, and the Future of Human Resource Management; Melanie Simms Chapter 3. Technology in Human Resource Functions: Core Systems, Emerging Trends, and Algorithmic Management; Stefan Jooss, James Duggan, and Emma Parry Chapter 4. Human Resource Management in Multinational Corporations; Prakriti Dasgupta, Ronan Carbery, and Anthony McDonnell Chapter 5. Human Resource Management in Small and Medium-Sized Enterprises; Brian Harney and Ciara Nolan Chapter 6. Human Resource Management, Innovative Work Behaviour, Incremental and Radical Innovation: Inspirational Vision or Aspirational Rhetoric; Cliodhna MacKenzie, Alma McCarthy, Michael Morley, and Thomas Garavan Chapter 7. Human Resource Management, Leadership, and Knowledge Management: Never the Twain Shall Meet; Thomas Garavan, Kirsteen Grant, Colette Darcy, Fergal O’Brien, and Nicholas Clarke Chapter 8. Sustainable Human Resource Management and Organisational Sustainability; Andrew Bratton and Renee Paulet Chapter 9. Human Resource Management and Inclusive Workplaces; Jarrod Haar, Maree Roche, and Azka Ghafoor Chapter 10. Human Resource Management Challenge to Innovate to Support Employees with Disability and Mental Health Challenges; Jillian Cavanagh, Ying Wang, Hannah Meacham, Louise Byrne, and Timothy Bartram Chapter 11. A Balanced Approach to Wellbeing at Work; Safa Riaz and Keith Townsend Chapter 12. Sustainable HR Careers in an Era of Disruption: A Provocation; Claire Gubbins and Thomas Garavan PART 2: HUMAN RESOURCE DEVELOPMENT PROCESSES AND PRACTICES Chapter 13. Critical Human Resource Development: Challenges and Prospects; Ciaran McFadden and Laura L. BieremaChapter 14. Leveraging Technology to Design and Deliver Human Resource Development; Elisabeth E. Bennett Chapter 15. Human Resource Development, Professions, and Precarious Workers; Valerie Anderson Chapter 16. Wicked Leadership Development for Wicked Problems; Brian Howieson and Kirsteen Grant Chapter 17. Developing an International Workforce; Hussain Alhejji, Britta Heidl, and Christine Cross Chapter 18. Entrepreneurship Education and Training Programmes: A Lifespan Development Perspective; Thomas Garavan, Fergal O’Brien, Clare (Ruth) Power, Gerri Matthews-Smith, and Joan Buckley Chapter 19. Human Resource Development, Careers, and Employability in an Era of Disruption; Siti Raba’ah Hamzah, Siti Nur Syuhada Musa, Roziah Mohd Rasdi, and Nordahlia Umar Baki Chapter 20. Implicit Bias Training is Dead, Long Live Implicit Bias Training: The Evolving Role of Human Resource Development in Combatting Implicit Bias within Organisations; Ciaran McFadden PART 3: EMERGING ISSUES FOR HRM AND HRD Chapter 21. Global Human Resource Management in a Post Pandemic World; Chris Brewster and Washika Haak-Saheem Chapter 22. The Ethics of Human Resource Management; Justine Ferrer, Wahed Waheduzzaman, and Peter Holland Chapter 23. Crisis, Risk and Human Resource Management; Cliodhna MacKenzie Chapter 24. Work Time, Place, and Space in the ‘New Normal’; Daniel Wheatley Chapter 25. Human Resource Management and the Rise of Social Media; Debora Jeske and Kenneth S. Shultz Chapter 26. Electronic Monitoring and Surveillance: The Balance Between Insights and Intrusion; Tse Leng Tham and Peter Holland Chapter 27. Employee Voice and Silence in the Digital Era; Nadia Kougiannou and Peter Holland Chapter 28. When Employees Speak-up: Human Resource Management Aspects of Whistleblowing; Megan Van Portfliet, Muhammad Irfan, and Kate Kenny Chapter 29. The Corrosive Workplace: The Human Resource Management Challenge; Hannah Meacham, Peter Holland, and Patricia Pariona-Cabrera Chapter 30. Emerging Forms of Discrimination in the Workplace: The Rise of Neo-discrimination; Andrew R. Timming Chapter 31. The Dark Triad and the significant role of Human Resource Management; Peter Holland and Lara Thynne Conclusion: Work, Workplaces, and Human Resource Management in Times of Disruption; Peter Holland, Timothy Bartram, Thomas Garavan, and Kirsteen Grant