The new edition of this SAGE Handbook builds on the success of the first by providing a fully updated and expanded overview of the field of human resource management.

Part 01: Context of Human Resource ManagementChapter 1: Human Resource Management: A historical perspective - Howard GospelChapter 2: Models of Strategic Human Resource Management - Kaifeng Jiang & Pingshu LiChapter 3: The Employment Relationship: Key elements, alternative frames of reference, and implications for HRM - John Budd & Devasheesh BhaveChapter 4: Regulation , Deregulation or Re-Regulation? The changing regulative framework for HRM - Michael Barry & Adrian WilkinsonChapter 5: International Human Resource Management - David Collings & Kieran ConroyChapter 6: Comparative HRM - Elaine Farndale, Chris Brewster, & Wolfgang MayrhoferChapter 7: Managing Across Organizational Boundaries: The New Employment Relationship and its Human Resource Management Implications - Shad Morris, Oded Shenkar, & Alison MackeyPart 02: Fundamentals of Human Resource ManagementChapter 8: Recruitment and Selection - Filip Lievans & Derek ChapmanChapter 9: Training, Development and Skills - Irena GrugulisChapter 10: Talent Management: Disentangling key ideas - Eva Gallardo-Gallardo & Marian ThunnissenChapter 11: Leadership Development: The shift from "ready now" to "ready able" - Lacey Leone McLaughlin, Albert A. Vicere, & Ian ZiskinChapter 12: Understanding Performance Appraisal: Supervisory and Employee Perspectives - Michelle BrownChapter 13: Compensation - Barry Gerhart & Ingo WellerChapter 14: HRM, Equality and Diversity - Anne-Marie GreeneChapter 15: Creating and Sustaining Involvement and Participation in the Workplace - Adrian Wilkinson & Paula MowbrayChapter 16: Exploring Electronic HRM: management fashion or fad? - Tanya Bondarouk, Huub Ruël, & B RoeleveldChapter 17: Health, Safety and Wellbeing - Rebecca Loudoun & Richard JohnstoneChapter 18: Industrial Relations: Changing trends across theory, policy and practice - Peter Sheldon, Greg Bamber, Christopher Land-Kazlauskas, & Thomas A. KochanChapter 19: Discipline and Grievances - Brian KlaasChapter 20: Downsizing - Stewart JohnstoneChapter 21: Employee Engagement: The past, present and the future - Ji Koung Kim & Jeffery LePineChapter 22: Working Time and Work-Life Balance - Janet WalshChapter 23: The changing face of work design research: Past, present, and future directions - Sharon Parker, Caroline Knight, & Sandra OhlyPart 03: Contemporary IssuesChapter 24: Strategic Human Resource Management: Where do we go from here? - Dorothea Roumpi & John E. DeleryChapter 25: Human Resource Management in Developing Countries - Fang Lee CookeChapter 26: HRM and National Economic Performance - Jonathan MichieChapter 27: Human Resource Management and the Resource Based View - Paul Boselie, Jaap Paauwe, & Monique VeldChapter 28: Big Data and Human Resource Management - Mark Huselid & Dana MinbaevaChapter 29: Human Resources and Ethics Management: Partners in (Reducing) Crime - Niki A. den Nieuwenboer & Linda TreviñoChapter 30: HRM in Small Firms: Balancing Informality with Formality - Paul Edwards & Monder RamChapter 31: HRM in Multinational Companies - B. Sebastian Reiche & Dana MinbaevaChapter 32: Human Resource Management in the Public Sector: New public management, responsive governance and the consequences of the economic crisis - Stephen Bach