Against the backdrop of ancient cultures, a communist legacy and eventual institutional atrophy, many of the societies of Central and Eastern Europe have pursued aggressive development trajectories since the early 1990s. This part of Europe is now characterized by a rising economic heterogeneity and a rapidly changing socio-cultural context, underscored by waves of restructuring, privatization, increasing foreign direct investment and an emerging individualism. While there has been a growing interest in the transition economies in the past number of years, the contemporary nature of human resource management in these societies is not well-documented. This long-awaited text seeks to chart the contemporary landscape of HRM in this region. In doing this, it describes key aspects of the transition process as experienced in each of the economies under consideration, as well as describing key legislative and labour market developments and reforms. Finally, it discusses key trends in HRM policy and practice.

Until now, no book has documented well the contemporary nature of HRM in Central and Eastern Europe. Authored by leading names in the field, this long-awaited volume charts the landscape of HRM in this region.

In recent years scholars and practitioners have increasingly recognized that human resource management (HRM) has paid insufficient attention to the impact of context. While research has been devoted to examining the impact of national context on HRM systems, this literature has been largely separate from that focused on other levels of context affecting organizational choices in HRM strategies, such as the impact of the organizational environment, industry sector, occupation or workforce characteristics. In addition, research has tended to consider elements of context in isolation rather than considering its impact at different levels. The goal of The Oxford Handbook of Contextual Approaches to Human Resource Management is to provide a more holistic approach to developing a contextual understanding of HRM. This Handbook offers a comprehensive understanding of the influence of contextual characteristics on the design and implementation of HRM systems. Rather than focusing on a single level or approach to examining context, the Handbook provides both conceptual and empirical analyses of different elements of context using a range of different lenses and measures. In order to explore the influence of contextual factors at multiple levels, the volume assembles a range of detailed accounts of how context affects the design, implementation and impact of HRM activities.

This second, updated and extended edition of the Handbook of Research on Comparative Human Resource Management draws on the work of many of the world’s leading researchers in the field to present the state of the art to scholars, students and practitioners. The Handbook provides a detailed focus on the theoretical underpinnings of Comparative HRM, on comparative studies of specific areas of HRM practice and on the unique features of HRM in all the main regions of the world.

The economic growth of emerging markets has been unparalleled in recent history, accounting for 50 per cent of global economic output. Despite this reality, this much-needed Handbook is the first contemporary book on human resource management (HRM) res

This Handbook provides evidence-based information to the reader regarding the dynamics of HRM in this important region. The book is developed into three parts – contextual and functional issues such as societal and cultural perspectives, performance management and talent management; country-specific HRM covering the GCC, Levant and North African nations; and emerging themes such as HR issues related to domestic workers, labour localisation, expatriate management, CSR, Wasta, foreign and public sector firms. Covered under 23 chapters, the systematic analysis highlights the main forces determining HRM systems in the region.

International Human Resource Management provides a concise overview of the rich HR landscape in Europe to help students develop cutting-edge people management approaches. The innovative, multi-disciplinary approach of the book provides a holistic picture of the key issues on the individual, organizational and societal levels. The book is divided into three parts: Part I explores the institutional and economic contexts that organizations face in different European countries. This section goes beyond exploring issues of diversity to include a discussion of the impact of the recent financial crisis. Part II concentrates on the key challenges and trends facing HR, including an aging population, migration, and sustainability, and analyzes the unique and inventive ways these are addressed in different countries across Europe. Part III focuses on the fundamental HR areas – recruitment and selection, performance management and rewards, employment relations, global careers, and so forth – and the ways in which these policies and practices are shaped by the European Union. With broader coverage, the latest thinking in the field, and cutting-edge cases, examples and insights, this book will prove a highly valuable resource for students, researchers and practitioners working in human resource management, and international business.

The Routledge Companion to Reward Management provides a prestige reference work and a state-of-the-art compilation, mapping out contemporary developments and debates on rewarding people in employment, and how they relate to business, corporate governance and management. Reward management stands at the interdisciplinary interface between economics, industrial relations and HRM, industrial psychology and organisational sociology, and increasingly corporate governance incorporating debates around equity and fairness in and around the employment relationship and wider capital-labour relations. In recent years, trade union decline and widening differentials between those employed at the top of organisations have generated critical commentary in the popular media which can negatively impact on social cohesion. Theoretically underpinned but practically oriented, this Companion will synthesise these trends and controversies around issues while tracing conceptual and empirical provenance, currency and future prospects. It will be an invaluable resource for student and researchers in reward management, corporate governance, management and HRM seeking convenient access to an area which is highly complex and controversial in application.

The field of Human Resource Development (HRD) has grown in prominence as an independent discipline from its roots in both management and education since the 1980s. There has been continual debate about the boundaries of HRD ever since. Drawing on a wide and respected international contributor base and with a focus on international markets, this book provides a thematic overview of current knowledge in HRD across the globe. The text is separated into nine sections which explore the origins of the field, adjacent and related fields, theoretical approaches, policy perspectives, interventions, core issues and concerns, HRD as a profession, HRD around the world, and emerging topics and future trends. An epilogue rounds off the volume by considering the present and future states of the discipline, and suggesting areas for further research. The Routledge Companion to Human Resource Development is an essential resource for researchers, students and HRD professionals alike.

Managing People in Small and Medium Enterprises in Turbulent Contexts explores a range of human resource management (HRM) issues specific to small and medium-sized enterprises (SMEs). Based on a series of research studies and secondary sources of data, the book’s primary aim is to contextualise HRM issues in SMEs operating in a variety of national economic contexts that are (or have recently experienced) a turbulent situation. SMEs are the backbone of these economies. It is therefore critical that we study HR practices and concepts within such enterprises. The book covers HR practices in SMEs, such as recruitment and selection, training and development, performance evaluation and employee relations, by focusing on three types of turbulent economies: emerging market economies in Asia, the Pacific, Africa and Latin America; transition economies of Central and Eastern Europe; and crisis contexts in Southern Europe. Managing People in Small and Medium Enterprises in Turbulent Contexts is a useful resource for organisations, practitioners, academics and scholars in the fields of HRM, employee engagement, small and medium business management and other related disciplines.