Introduction to Human Resource Management presents the fundamental concepts and issues of this core business studies course.The book is primarily intended for second and third year undergraduate business students studying HRM, and for MBA students. Pinnington and Edwards provide a concise and lively introduction to the topic, maintaining dialogue between HRM and Industrial Relations perspectives throughout. The book contains five major case studies based on real organizations and experiences related by managers and human resource managers.

The book may be used both for individual and group learning. It contains study questions, further reading recommendations, and a dictionary of terms, as well as indexes of authors, subjects and companies. Through reading this text students will come to understand more about how employees have been managed in the past, and how they are currently managed, and will be encouraged to investigate ways that people may be better managed in the future.

The book examines ethics and employment issues in contemporary Human Resource Management (HRM). Written by an international team of academics from universities in the UK, the US, Australia and New Zealand, it examines the problems and opportunities facing employers and employees. The book subdivides into three sections: Part I assesses the context of HRM; Part II analyses contemporary debates, continuity and change in HRM, and Part III proposes likely developments for the future seeking to identify a more proactive HRM approach towards ethical issues arising in employment. Distinctive features include: -Comprehensive analysis of continuity and change in employment and HRM -In-depth assessment of the ethical contribution and potential of HRM -Timely evaluation of the ethical achievements to-date of HRM in: individualized employment relations, HRM partnerships, HRM and employee performance, and strategic HRM -Detailed recommendations for HR managers and general managers encouraging more ethically aware practice -Guidance on ethical approaches to leadership, knowledge management and collective employment relations -Analysis of alternative futures for HRM as a profession and advice on how to create more rigorous and independent professional practice -A vision of a more innovative, cooperative and ethically sensitive set of HRM practices -Clear proposals for HRM on how to attain more ethical conduct

The book examines ethics and employment issues in contemporary Human Resource Management (HRM). Written by an international team of academics from universities in the UK, the US, Australia and New Zealand, it examines the problems and opportunities facing employers and employees. The book subdivides into three sections: Part I assesses the context of HRM; Part II analyses contemporary debates, continuity and change in HRM, and Part III proposes likely developments for the future seeking to identify a more proactive HRM approach towards ethical issues arising in employment. Distinctive features include:
DT Comprehensive analysis of continuity and change in employment and HRM,
DT In-depth assessment of the ethical contribution and potential of HRM,
DT Timely evaluation of the ethical achievements to-date of HRM in: individualized employment relations, HRM partnerships, HRM and employee performance, and strategic HRM,
DT Detailed recommendations for HR managers and general managers encouragi more ethically aware practice,
DT Guidance on ethical approaches to leadership, knowledge management and collective employment relations,
DT Analysis of alternative futures for HRM as a profession and advice on how to create more rigorous and independent professional practice,
DT A vision of a more innovative, cooperative and ethically sensitive set of HRM practices,
DT Clear proposals for HRM on how to attain more ethical conduct.

Social care needs excellent leaders now more than ever. Effective leaders aim high, listen to what the service users want and need, inspire their staff and continually question what they are doing and why. This book draws together the latest research on fundamental leadership issues in social care, discussing collaborative leadership and the importance of place-based development, exploring the key disciplines of supervision, management and leadership and examining the purpose of a learning framework for social care. Comparative approaches are also provided by practitioners working outside of social work, placing leadership development in context across the public, private and voluntary sectors and presenting authoritative guidance from an international perspective. Leadership in Social Care will appeal to social care practitioners and service providers, academics, researchers and students who are passionate about making a difference for the people who use their services.