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Contemporary Human Resource Management plus MyLab access code By Tom Redman

Contemporary Human Resource Management plus MyLab access code
by Tom Redman

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Providing critical and pragmatic coverage of contemporary ideas in human resource management, this text looks at some of the key issues and topics in the field.
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Contemporary Human Resource Management plus MyLab access code Summary

Contemporary Human Resource Management plus MyLab access code by Tom Redman

Contemporary Human Resource Management provides students with a thorough and critical exploration of all the key functions and issues within HRM today.

Written in a clear yet thought-provoking style, the book contains chapters contributed by experts in their field to ensure coverage of the most recent ideas and practices. Each chapter is complemented by at least 2 more extensive case studies, exercises or activities to put concepts into recognisable context.

It is suitable for students studying human resource management on a wide range of HRM and general business / management undergraduate and postgraduate degree programmes.

Contemporary Human Resource Management: Text and Cases comes with a MyLab Access Card.

What is a MyLab?

Personalised learning | Online assessment |Your flexible resource to focussed study

Pearson Education's MyLab products provide an innovative and interactive web-based solution that personalises both the teaching and learning experience. With content developed to match the learning outcomes of the associated textbook, the power of a MyLab lies in the combination of assessment, reporting, and personalised study that helps both students and instructors succeed.

Within a flexible course management platform, instructors can:

  • Assess student progress through homework quizzes and tests that are easily set using the extensive pre-prepared question bank.
  • Assign short answer, discussion and essay questions from each chapter for student homework or tutorial preparation.
  • Track student activity and performance using detailed reporting capabilities.
  • Communicate with students and teaching staff using email and announcement tools.

Students will benefit from a personalised learning experience, where they can:

  • Complete a diagnostic 'pre-test' to generate a personal self-study plan that enables them to focus on the topics where their knowledge is weaker.
  • Improve their understanding through a variety of practice activities including; revision flashcards, e-book reading assignments, short answer questions, audio downloads and video cases.
  • Measure their progress with a follow-up 'post-test' that ensures they have mastered key learning objectives and gives them the confidence to move on to the next chapter.

A dedicated team will give you all the assistance you need to get online and make the most of a MyLab. If you would like to find out more about how to take advantage of this innovative opportunity to personalise your course, please email

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About Tom Redman

Tom Redman is Professor of HRM and Director of Research at Durham University. Adrian Wilkinson is Professor of Employment Relations and Director of the Centre for Work, Organisation and Wellbeing at Griffith University, Queensland in Australia.

Table of Contents


List of Case Studies

List of Contributors


Part I Fundamentals of Human Resource Management

1. Human Resource Management: a contemporary perspective

Tom Redman and Adrian Wilkinson


The development of HRM

The new HRM?

The changing context of work

Strategy and HRM

Performance and HRM

The changing role of HRM

The book


2. Human Resource Management and Organisational Performance: in search of the HR advantage

Nick Kinnie and Juani Swart


Strategy and HRM

HR and organisational performance: our approach and some background

Human resource advantage

Human capital advantage

Organisational process advantage

Conclusions and implications

Case study 2.1

Case study 2.2

Case study 2.3


3. Recruitment

Ann McCormack and Dora Scholarios


The external environment

The organisation

The job

Pre-recruitment activities

Recruitment methods

The need for an applicant perspective


Case study 3.1

Case study 3.2


4. Selection

Dora Scholarios


A brief overview of psychometric quality

The 'what' and 'how' of selection

Summary of trends

What do organisations actually do?

Explaining practice

Conclusions and implications for HRM

Case study 4.1

Case study 4.2

Case study 4.3


5. Training and Development

Irena Grugulis


The case for training and development

Training and development in the workplace

Rethinking training and development

Discussion and conclusions

Case study 5.1

Case study 5.2

Case study 5.3


6. Reward Management

Mark W. Gilman


Why pay systems vary

Paying for performance: variable pay

Pay for performance: how strategic is it?


Case study 6.1

Case study 6.2


7. Performance Appraisal

Tom Redman


Development of performance appraisal

The practice of performance appraisal

Recent developments in performance appraisal

Problems of performance appraisal


Case study 7.1


8. Industrial Relations

&nb; Nicolas Bacon


Management approaches to industrial relations

Why employees join unions

The decline of joint regulation

The implications of declining joint regulation

Non-union workplaces

Non-union employee representation

Partnership with unions

Union organising and new types of union representative


Case study 8.1


9. Line Managers

Douglas Renwick


developments in the literature

General questions emerging

Challenges arising

Future research


Case study 9.1

Case study 9.2


10. Organisation and Corporate Culture

Alistair Cheyne and John Loan-Clarke


The concept of culture

Organisational culture

Categorisations of culture

Assessing organisational culture

Culture and organisational performance

Organisational culture and human resource management

Is culture change feasible?


Case study 10.1

Case study 10.2

Case study 10.3

Case study 10.4


Part II Contemporary Themes and Issues

11. International HRM

Geoffrey Wood, Leslie Szamosi and Alex Psychogios


Thinking about international HRM: uniformity or diversity?

International HRM in practice


Case study 11.1

Case study 11.2

Case study 11.3


12. Comparative Human Resource Management

Geoffrey Wood and David Collings


Convergence or divergence in HRM systems

Empirical ways of understanding diversity


Case study 12.1Case study 12.2


13. Understanding and Managing Careers in Changing Contexts

Laurie Cohen and Amal El-Sawad


An 'elastic' concept: diverse understandings of career

Changing contexts of work and career

Change and continuity in career form

Gender and ethnicity in career debates

Career lenses and approaches

More dynamic, less static approaches?

Holistic perspectives: new metaphors for thinking about career

Managing careers: implications for HR practice


Case study 13.1

Case study 13.2

Case study 3.3


14. Managing Diversity

Catherine Cassell


The managing diversity context

General principles

Implementing diversity initiatives

Global diversity management

Do diverstives deliver?


Case study 14.1

Case study 14.2

Case study 14.3


15. Work Life Balance

Keith Townsend and Paula Macdonald


Is it work life balance or something elser?

Why WLB is important to employers

When the government gets involved

Unions and WLB

Finding the boundaries


Case study 15.1

Case study 15.2


16. Downsizing

Tom Redman and Adrian Wilkinson


Downsizing: the reality of HRM?

Methods of downsizing

Alternatives to redundancy

The redundancy process

Conclusions: downsizing, rightsizing or dumbsizing?

Case study 16.1

Case study 16.2


17. Employee Participation

Tony Dundon and Adrian Wilkinson


Defining participation

The context for employee participation

A framework for analysing employee participation

Employee participation in practice

The meanings and impact of participation

Employee participation and the EU


Case study 17.1

Case study 17.2

Case study 17.3


18. Knowledge Management and Human Resource Management

Donald Hislop


Social context: the growing importance of knowledge

Defining knowledge work

Why worker participation is key to achieving participation in knowledge management initiatives

The organisational climate and workers' attitudes to knowledge management initiatives

HRM practices to support knowledge management initiatives

Case study 18.1

Case study 18.2


19. Employment Ethics

Peter Ackers


Ethical theories: enter the moral maze

An employment ethics agenda

Shaping an ethical workplace

The history of ethical employment management

The advent of HRM

Conclusion: three fallacies of HRM ethics

Case study 19.1

Case study 19.2


20. Emotion at Work

Philip Hancock and Melissa Tyler


The emotional turn: key concepts and issues

Emotion in management theory and practice

Critical perspectives on emotion


Case study 20.1

Case study 20.2

Case study 20.3


21 Flexibility

Stephen Procter and Stephen Ackroyd

Introduction: what do we mean by flexibility?

Flexibility in historical perspective

The flexible firm

Patterns of flexibili Flexible specialisation

The new flexible firm

The high-surveillance firm and lean production

Flexibility in the public services


Case study 21.1


22. Workplace bullying

Sara Branch, Sheryl Ramsay and Michelle Barker


How is workplace bullying defined?

The importance of power and dependency in workplace bullying

Identifying workplace bullying behaviours

Reporting of frequency of workplace bullying behaviours and risk groups

Impact on the target

Impact on witnesses

Impact on the organisation

Antecedents of workplace bullying

Prevention and management of workplace bullying


Case study 22.1

Case study 22.2



Additional information

Contemporary Human Resource Management plus MyLab access code by Tom Redman
Tom Redman
Used - Very Good
Pearson Education Limited
Book picture is for illustrative purposes only, actual binding, cover or edition may vary.
This is a used book - there is no escaping the fact it has been read by someone else and it will show signs of wear and previous use. Overall we expect it to be in very good condition, but if you are not entirely satisfied please get in touch with us.