Managing Human Resources

Stephen Bach and Martin Edwards are from the HRM group in the department of management. King’s College London, one of the largest concentrations of HRM specialists in the UK, which has in a relatively short-time become one of the leading centres of HRM research.

• Notes on Contributors viiList of Figures ixList of Tables xList of Boxes xiPart I Introduction 11. Human Resource Management in Transition 3Martin R. Edwards and Stephen Bach2. Human Resource Management and Performance 18Paul Boselie3. Legal Aspects of the Employment Relationship 37Graeme Lockwood and Kevin WilliamsPart II Context 594. Corporate Governance and Human Resource Management 61Andrew Pendleton and Howard Gospel5. The International Human Resource Function 79Tony Edwards and Anthony Ferner6. Customer Service Work, Employee Well-being and Performance 100Stephen Deery and Vandana NathPart III Resourcing and Development 1237. Recruitment and Selection 125Jane Bryson, Susan James and Ewart Keep8. Work–Life Balance: The End of the 'Overwork' Culture? 150Janet Walsh9. Skills and Training 178Irena Grugulis10. HRM and Leadership 198Deanne N. Den Hartog and Corine BoonPart IV Performance and Rewards 21911. Performance Management 221Stephen Bach12. Remuneration Systems 243Ian Kessler13. Employee Involvement and Voice 268Adrian Wilkinson, Tony Dundon and Mick Marchington14. Employee Representation 289Stephanie TailbyPart V Process and Outcomes 31515. Outsourcing and Human Resource Management 317Virginia Doellgast and Howard Gospel16. Employee Engagement: An Evidence-based Review 336Riccardo Peccei17. HRM and Employee Well-being 364Michael Clinton and Marc van Veldhoven18. Employer Branding: Developments and Challenges 389Martin R. EdwardsIndex 411