This Elgar Introduction provides an overview of some of the key theories that inform human resource management and employment relations as a field of study.
Leading scholars in the field explore theories in the context of contemporary debates concerning policies that affect and regulate work and the management of employment, as well as the activities and experiences of actors within the employment relationship. The book is divided into three sections to capture different theoretical lenses used to reflect on HRM and ER concerns about work: systems and historical development; institutions; and people and processes. Expert contributors have drawn on extensive research experience to present a contemporary understanding of a range of theories, how they evolved, and how they might be used in the future.
Essential reading for HRM, ER and management scholars and research students, this book challenges readers to reassess their thinking about the significance of theory in research and practice.
This Elgar Introduction provides an overview of some of the key theories that inform human resource management and employment relations as a field of study.
Leading scholars in the field explore theories in the context of contemporary debates concerning policies that affect and regulate work and the management of employment, as well as the activities and experiences of actors within the employment relationship. The book is divided into three sections to capture different theoretical lenses used to reflect on HRM and ER concerns about work: systems and historical development; institutions; and people and processes. Expert contributors have drawn on extensive research experience to present a contemporary understanding of a range of theories, how they evolved, and how they might be used in the future.
Essential reading for HRM, ER and management scholars and research students, this book challenges readers to reassess their thinking about the significance of theory in research and practice.
Contents:
1. Theories used in Employment Relations and Human Resource
Management
Keith Townsend, Aoife M. McDermott, Kenneth Cafferkey and Tony
Dundon
2. Marxism at Work
Roger Seifert
3. Neo-Pluralism in contemporary employment relations and HRM: the
case for workplace and academic dialogue
Peter Ackers
4. Applying Scientific Management to Modern HRM and ER
Niall Cullinane and Jean Cushen
5. Cracking Labour Process theory in employment relations and
HRM
Shiona Chillas and Alina Baluch
6. The legacy of the Human Relations School: Looking back and
moving forward
Sarah Jenkins
7. The theory of high-performance work systems
Peter Boxall and Meng-Long Huo
8. Systems Theory: Forgotten Legacy and Future Prospects
Brian Harney
9. Evolutionary psychological theory and human resource
management
Andrew Timming
10. Personnel Economics: Managing Human Resources through
Performance-related Pay
Victoria Wass
11. Advances in Labour Regulation Theory
Peter Waring and Mark Bray
12. Institutional Theory, Business Systems and Employment
Relations
Geoffrey Wood and Matthew Allen
13. Varieties of Capitalism
Glenn Morgan and Heike Doering
14. Human Resource Management and Paradox Theory
Anne Keegan, Julia Brandl and Ina Aust
15. Revisiting Human Capital Theory: Progress and Prospects
Jonathan Winterton and Kenneth Cafferkey
16. Feminist Theory and Employment Relations
Anne-Marie Greene
17. Trust, Distrust And Human Resource Management
Neve Iseava, Colin Hughes and Mark Saunders
18. Social Exchange Theory, Employment Relations and Human Resource
Management
Christine Cross and Tony Dundon
19. Using Role Theory to Understand and Solve Employment Relations
and Human Resources Problems
Qian Yi Lee, Keith Townsend, Ashlea Troth and Rebecca Loudoun
20. Fairness in the workplace: Organisational justice and the
employment relationship
Melinda Laundon, Paula McDonald and Abby Cathcart
21. Ability, Motivation, and Opportunity Theory: A formula for
employee performance?
Ashlea Kellner, Kenneth Cafferkey and Keith Townsend
22. The Resource-Based View Approach and HRM
Keith Whitfield
23. LMX and HRM: A multi-level review of how LMX is used to explain
employment relationships
Anna Bos-Nehles and Mieke Audenaert
24. Social Mobilisation Theory in HR and employment relations
Lorraine Ryan, Caroline Murphy and Daniel Troy
Index
Edited by Keith Townsend, Professor of Human Resources and Employment Relations, Centre for Work, Organisation and Wellbeing, Griffith University, Australia, Kenneth Cafferkey, Associate Professor of HRM, Sunway University Business School, Malaysia, Aoife M. McDermott, Professor of Human Resource Management, Aston University, UK, Visiting Scholar, University of California, Berkeley, US and Adjunct Professor, Centre for Work, Organisation and Wellbeing, Griffith University, Australia and Tony Dundon, Professor of Employment Relations and Human Resource Management, University of Limerick, Ireland and the Work and Equalities Institute, University of Manchester, UK
‘Bringing together a diverse set of authors of distinguished
pedigree, this collection provides an authoritative survey of
theories of the employment relationship. Classical theories of work
and employment are fully represented, with excellent chapters on
Marxism, pluralism, feminism, human relations, labour process and
systems theory, but so too are newer theoretical currents, many of
which have their point of origin in the broader field of management
studies. There are strong chapters on trust, role theory,
evolution, paradox, social exchange, RBV and AMO: bodies of thought
that are generating fresh understandings of employment and how it
is managed. The collection as a whole is an invaluable resource for
students, teachers and researchers; a broad-ranging and imaginative
survey of how we think about work.’
*Edmund Heery, Cardiff University, UK*
‘What is wonderful about this book is that in one place you can
find all the prominent theories of HR and employment relations. The
individual chapters are outstanding, which is what I would have
expected from a stellar editorial team and first-rate contributors.
A must-read for anybody interested in human resource
management.’
*Sir Cary Cooper, CBE, University of Manchester, UK*
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