Managing Human Resources Human Resource Management in Transition

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

List of Figures

List of Tables

List of Boxes

Part I Introduction

1. Human Resource Management in Transition

2. Human Resource Management and Performance

3. Legal Aspects of the Employment Relationship

Part II Context

4. Corporate Governance and Human Resource Management

5. The International Human Resource Function

6. Customer Service Work, Employee Well-being and Performance

Part III Resourcing and Development

7. Recruitment and Selection

8. Work-life Balance: The End of the ‘Overwork’ Culture?

9. Skills and Training

10. HRM and Leadership

Part IV Performance and Rewards

11. Performance Management

12. Remuneration Systems

13. Employee Involvement and Voice

14. Employee Representation

Part V Process and Outcomes

15. Outsourcing and Human Resource Management

16. Employee Engagement: An Evidence-based Review

17. HRM and Employee Well-being

18. Employer Branding: Developments and Challenges

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