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The field of human resource management is one of the most dynamic and challenging
areas for European managers. The turbulent business climate, caused by increased global
price competitiveness, changing technologies, changing employment legislation, and
changing workforce composition is challenging managers to utilize their employees more
effectively to gain competitive advantage. In recent years there have been significant
practical developments with increasing numbers of private and public sector organizations
adopting HRM initiatives alongside downsizing and 're-engineering' the organization. The
change towards more knowledge-based work and the growing acknowledgement that
workers are the key to sustainable competitive advantage have strengthened the case for
'new' human resource management initiatives.
In academia, new human resource management books (Townley, 1994; Storey, 1995;
Legge, 1995) have been published since we produced the first edition of Human Resource
Management: Theory and Practice. Increasingly, HRM scholars have emphasized strategic
aspects of HRM, adopted new perspectives and critically examined the new theoretical
frameworks or HRM models. An important theoretical development which supports the
central tenets of HRM is the integration of strategic management, organizational
development, and adult learning to create a resource-based theory of competitive
advantage. In addition, empirical-based data has been gathered, analysed and published on
the extensiveness of HRM practices in North American and European organizations.
This second edition builds on the success of the first edition by incorporating these latest
ideas, theories and research findings in HRM, to provide a comprehensive overview of HRM
theory and a close examination of developing HRM practices. Like the first edition, it
includes mini-cases and examples that describe HRM practices in Europe and elsewhere. All
the material retained from the first edition has been edited for improvements in style and
references have been updated. New in this edition is a chapter which focuses on strategic
HRM and examines new evidence on the HRM–organizational performance link. New also is
a discussion on workplace learning in Chapter 10 and issues in international HRM are
considered in the final chapter.
Human Resource Management: Theory and Practice, Second Edition, has been written
specifically to fulfill the need of introductory undergraduate and graduate courses for a
rigorous analysis of human resource management. For some time there has been a
tendency of undergraduate textbooks on personnel/human resource management to be
much more prescriptive than analytical. The purpose of Human Resource Manage-ment: Theory and Practice, Second Edition, is to provide our readers with a comprehensive
knowledge and understanding of the latest relevant theories, practices, and functional
activities of human resource management.
Academically rigorous and practically relevant, this book gives a comprehensive coverage of
contemporary theories and concepts in key human resources activities such as recruitment
and selection, appraisal, training and development, rewards management and employee
relations. We have based the structure and contents on our own teaching, consultancy and
research experience in HRM, and on current research findings and literature in the field.
Human Resource Management: Theory and Practice, Second Edition, has been written for
the European audience, but it draws examples and literature on HRM from Canada, the
United States and other countries. This helps readers to compare international
developments in HRM and to develop a broader understanding of HRM issues and practices.
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