Deborah Blackman, The University of New South Wales, Australia.Michael O’Donnell, The University of New South Wales, Australia.Stephen T.T. Teo, RMIT University, Australia.

• Preface to the Series; Bing Ran and Stephen T. T. Teo.Introduction.Chapter 1. Setting the Scene: Applied Human Resources into the 21st Century; Deborah Blackman, Michael O'Donnell and Stephen T.T Teo.Chapter 2. Is There a New Path to Advancing the Art and Science of Management? David Schmidtchen.Chapter 3. Not So 'Secondary' Data – The Use of Staff Surveys in Human Capital Management Research; Tony Cotton, Alistair Warren and Deborah Blackman.Chapter 4. Employee Engagement in the Public Sector: What Needs to Change; Natalie Jones and Sally Sambrook.Chapter 5. Employee Commitment to the Supervisor: The Role of Side Bets; Damian West.Chapter 6. A Three Stage Approach for the Diagnosis and Reduction of Employee Turnover; Gerry JM Treuren and Julie Goods.Chapter 7. Recruiting for Commitment and Performance; Samantha Johnson.Chapter 8. Technology-Based Training: Connecting HR Research with HR Practice; Adam M. Kanar, Matisha Montgomery, Rebecca L. Fraser and Tara S. Behrend.Chapter 9. Current Themes in Behavioral Business Ethics: Implications for Human Resources Training and Development; Sheldene Simola.Chapter 10. Performance Management: Common Practice, Unique Practice, and Effective Practice; Alan Colquitt.Chapter 11. Performance Management as a Strategic Tool for Change; Deborah Blackman, Fiona Buick, Michael O'Donnell, Janine O'Flynn and Damian West.Chapter 12. Conclusion: Where To From Here? Deborah Blackman, Michael O'Donnell and Stephen T.T. Teo.

Deborah Blackman, The University of New South Wales, Australia.Michael O’Donnell, The University of New South Wales, Australia.Stephen T.T. Teo, RMIT University, Australia.

• Preface to the Series; Bing Ran and Stephen T. T. Teo.Introduction.Chapter 1. Setting the Scene: Applied Human Resources into the 21st Century; Deborah Blackman, Michael O'Donnell and Stephen T.T Teo.Chapter 2. Is There a New Path to Advancing the Art and Science of Management? David Schmidtchen.Chapter 3. Not So 'Secondary' Data – The Use of Staff Surveys in Human Capital Management Research; Tony Cotton, Alistair Warren and Deborah Blackman.Chapter 4. Employee Engagement in the Public Sector: What Needs to Change; Natalie Jones and Sally Sambrook.Chapter 5. Employee Commitment to the Supervisor: The Role of Side Bets; Damian West.Chapter 6. A Three Stage Approach for the Diagnosis and Reduction of Employee Turnover; Gerry JM Treuren and Julie Goods.Chapter 7. Recruiting for Commitment and Performance; Samantha Johnson.Chapter 8. Technology-Based Training: Connecting HR Research with HR Practice; Adam M. Kanar, Matisha Montgomery, Rebecca L. Fraser and Tara S. Behrend.Chapter 9. Current Themes in Behavioral Business Ethics: Implications for Human Resources Training and Development; Sheldene Simola.Chapter 10. Performance Management: Common Practice, Unique Practice, and Effective Practice; Alan Colquitt.Chapter 11. Performance Management as a Strategic Tool for Change; Deborah Blackman, Fiona Buick, Michael O'Donnell, Janine O'Flynn and Damian West.Chapter 12. Conclusion: Where To From Here? Deborah Blackman, Michael O'Donnell and Stephen T.T. Teo.

Deborah Blackman, The University of New South Wales, Australia.Michael O’Donnell, The University of New South Wales, Australia.Stephen T.T. Teo, RMIT University, Australia.

• Preface to the Series; Bing Ran and Stephen T. T. Teo.Introduction.Chapter 1. Setting the Scene: Applied Human Resources into the 21st Century; Deborah Blackman, Michael O'Donnell and Stephen T.T Teo.Chapter 2. Is There a New Path to Advancing the Art and Science of Management? David Schmidtchen.Chapter 3. Not So 'Secondary' Data – The Use of Staff Surveys in Human Capital Management Research; Tony Cotton, Alistair Warren and Deborah Blackman.Chapter 4. Employee Engagement in the Public Sector: What Needs to Change; Natalie Jones and Sally Sambrook.Chapter 5. Employee Commitment to the Supervisor: The Role of Side Bets; Damian West.Chapter 6. A Three Stage Approach for the Diagnosis and Reduction of Employee Turnover; Gerry JM Treuren and Julie Goods.Chapter 7. Recruiting for Commitment and Performance; Samantha Johnson.Chapter 8. Technology-Based Training: Connecting HR Research with HR Practice; Adam M. Kanar, Matisha Montgomery, Rebecca L. Fraser and Tara S. Behrend.Chapter 9. Current Themes in Behavioral Business Ethics: Implications for Human Resources Training and Development; Sheldene Simola.Chapter 10. Performance Management: Common Practice, Unique Practice, and Effective Practice; Alan Colquitt.Chapter 11. Performance Management as a Strategic Tool for Change; Deborah Blackman, Fiona Buick, Michael O'Donnell, Janine O'Flynn and Damian West.Chapter 12. Conclusion: Where To From Here? Deborah Blackman, Michael O'Donnell and Stephen T.T. Teo.