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Beardwell & Thompson’s text offers a critical, social-science focused approach to HRM which caters for the students studying HRM at the higher level of undergraduate as well as being suited to those on MBA and postgraduate courses. This text has a specialised International HRM section, which gives it a competitive edge over others, and makes it suitable for a wider range of courses. It is also mapped closely to the relevant CIPD modules, and is edited and authored by academics who are heavily involved with the CIPD. The full text downloaded to your computer With eBooks you can: search for key concepts, words and phrases make highlights and notes as you study share your notes with friends eBooks are downloaded to your computer and accessible either offline through the Bookshelf (available as a free download), available online and also via the iPad and Android apps. Upon purchase, you will receive via email the code and instructions on how to access this product. Time limit The eBooks products do not have an expiry date. You will continue to access your digital ebook products whilst you have your Bookshelf installed.

Human Resource Management

• Title Page


• Copyright Page


• Breif Contents


• Contents


• Guided tour


• Preface


• Plan of the book


• How to use this book


• Contributors


• Acknowledgements


• PART 1 HUMAN RESOURCE MANAGEMENT AND ITS ORGANISATIONAL CONTEXT


• Introduction to Part 1


• 1 An introduction to human resource management


• Julie Beardwell


• Objectives


• Case study: Winning HRM practice: simply Business


• Introduction


• Definitions of HRM


• The origins of HRM


• Models of HRM


• HRM and organisational performance


• HRM in practice


• The impact of HRM on the roles of HR professionals


• HR competence


• Concluding comments


• Summary


• Case study: The future of work: the journey to 2022


• References and further reading


• 2 Strategic human resource management


• Heather Connolly and Julie Beardwell


• Objectives


• Case study: Taking the ?low road? in big business


• Introduction


• Understanding the business context


• Approaches to the strategy-making process


• The rise of SHRM


• Exploring the relationship between strategic management and SHRM: The best-fit school of SHRM


• Limitations of the best-fit models of SHRM


• The resource-based view of SHRM


• Best-practice SHRM: high-commitment models


• HRM and performance


• SHRM and performance: The critique


• Measuring the impact of SHRM on performance


• Concluding comments


• Summary


• Case study: High road versus low road in the civil aviation industry


• References and further reading


• 3 Contextualising HRM


• Audrey Collin with Julie Beardwell