The Handbook of Human Resource Management, 2nd Edition

1. Human Resource Management in the United Kingdom: David Guest (Birckbeck College, University of London).

2. Human Relations Management in the USA: George Strauss (University of California).

3. Human Resource Management in Japanese Manufacturing Companies in the UK and USA: Barry Wilkinson (University of Bath) and Nick Oliver (University of Cambridge).

4. Human Resource Management: The European Dimension: Paul Kirkbride (Ashridge Management College and University of Hertfordshire).

5. Industrial Relations Reform and Organizational Change: Towards Strategic Human Resource Management in Australia: Greg Bamber and Richard B. Sappey (Queensland University of Technology).

6. Trade Unions and Human Resource Management: P. B. Beaumont (University of Glasgow).

7. Human Resource Management: A Sceptical Look: Ramsumair Singh (University of Lancaster).

Part II: Practice:.

8. Ethics, Strategy and Human Resource Management: Delivering Value to the Employee: Paul Miller (University of Newcastle upon Tyne).

9. Human Resource Management and Selection: Better Solutions or New Dilemmas?: Dora Scholarios and Cliff Lockyer (University of Strathclyde).

10. Performance Appraisal: Gordon Anderson (Glasgow Caledonian University).

11. Involvement, Empowerment and Commitment: Harvie Ramsay (University of Strathclyde).

12. Workforce Flexibility: Paul Blyton (Cardiff Business School).

13. Human Resource Management and Flexibility in Pay: New Solutions or Old Problems?: Cliff Lockyer (University of Strathclyde).

14. Training and Development: The Employers' Responsibility?: Jeff Hyman (University of Strathclyde).

15. Human Resource Management and Women: The Vision of the Gender Blind?: Jean Woodall (Kingston Business School).

16. Human Resource Management in the Public Sector: Chris Moore (University of Strathclyde).

17. Managing Human Resources in the Information Age: John A. Taylor and Helen D. McIntosh (Glasgow Caledonian University and Napier University).

Part III: Cases:.

Case 1: 'Honey and Vinegar': Ford Motor Company's move to Human Resource Management: Alan McKinlay (University of Stirling) and Ken Starkey (University of Nottingham).

Case 2: Culture Change through Training: The Case of Sainsbury: Allan Williams and Paul Dobson (City University Business School).

Case 3: Business and HRM Strategies: The Case of Rosyth Dockyard, Scotland: James Kelly and John Gennard (University of Strathclyde).

Case 4: Human Resource Management at Bayer Diagnostics Manufacturing Ltd: Laurie Hunter and P. B. Beaumont (University of Glasgow).

Case 5: Commitment and Conflict: Worker Resistance to HRM in the Microelectronics Industry: Alan McKinlay and Phil Taylor (University of Stirling and University of Strathclyde).

Case 6: Managing in Different Cultures: The Case of Ghana: Katherine Gardiner (Sheffield Business School).

Case 7: Managers' Work Values in Different Cultures: The Case of the Korea Electric Power Corporation: Young Ha Lee (Seoul Training Centre).