PART 1: INTRODUCTION 1. Human Resource Management Today: An Assessment John Storey (Open University) 2. The HR Function: Integration or Fragmentation? Raymond Caldwell (Birkbeck College, University of London), and John Storey (Open University) 3. Networked Organizations and the Negation of HRM? Karen Legge (University of Warwick) PART 2: STRATEGIC ISSUES 4. What is Strategic HRM? John Storey (Open University) 5. Facing up to the Challenges of Success: Putting ‘Governance at the Heart of HRM Keith Sisson (Emeritus Professor, Warwick University) PART 3: CORE PRACTICE AREAS 6. Employee Resourcing and Talent Management Paul Iles (University of Teesside) 7. Measure for Measure: Mapping the Terrain of the Training, Learning and Skills Debates Alan Felstead (Cardiff University) 8. Managers Knowledge and the Management of Change Graeme Salaman (Open University) 9. Reward Choices: Strategy and Equity Ian Kessler (Templeton College, University of Oxford) 10. Employee Involvement and Participation: Structures, Processes and Outcomes Mick Marchington and Annette Cox (both University of Manchester) PART 4: INTERNATIONAL HRM 11. HRM: The Comparative Dimension Chris Brewster (Henley Management College) 12. Dynamic Organizations: Achieving Marketplace Agility Through Workforce Scalability Lee Dyer (Cornell University) and Jeff Ericksen (University of Illinois) 13. Global Staffing and the Multinational Enterprise David Collings (University of Sheffield) and Hugh Scullion (University of Strathclyde) PART 5: CURRENT DEVELOPMENTS AND FUTURE PROSPECTS 14. Technology in HRM: The Means to Become a Strategic Business Partner? Emma Parry and Shaun Tyson (both Cranfield School of Management) 15. Ethics and HRM David Bevan (Kings College, University of London)