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Human Resource Management in Australia: Strategy, People, Performance
Helen De Cieri, Monash University
Robin Kramar, Macquarie University
Raymond A. Noe, Ohio State University
John R. Hollenbeck, Michigan State University- East Lansing
Barry Gerhart, University of Wisconsin- Madison
Patrick M. Wright, Cornell University- Ithaca

Foreword


I am very pleased to write the Foreword for this innovative textbook in Human Resource Management.

The text is underpinned by a strategic approach to Human Resource Management, focusing on the three-way linkage between strategy, people and performance. As the authors explain, the HRM function can be developed to help the organisation create value and sustain competitive advantage in business. Each chapter highlights the strategic achievements that have occurred within each HR topic and addresses three key challenges central to the effective management of people: managing in a globalised context, building and managing high-performance work systems, and managing the needs of a diverse group of stakeholders.

Featuring an Australian and regional focus, the book examines important new areas of HR practice in depth, such as managing HR and information technology, outsourcing, work-life balance, downsizing, and evaluating the HR function.The book opens with an analysis of the environment for HRM in Australia and then expands upon the intra-organisational aspects for HRM, such as building HRM systems, developing and rewarding people, and identifying new directions for HRM.

This text will appeal to a wide audience. The analysis of current academic knowledge and major areas of HRM practice provides an informed handbook for students, academics and practitioners. The text could easily be used in an undergraduate or graduate HR unit, or as a comprehensive HR handbook for managers. For instructors, the text includes numerous pedagogical features that ensure a sound basis for teaching; and for students, it successfully reinforces the link between theory and critical thinking. All users will be engaged by the real and relevant cases that appear throughout the book, and by the intellectual and practical approach the authors have taken to the subject, centering key HRM concepts and theories in the outcomes of empirical research.

Peter J Dowling Life Fellow AHRI
Pro Vice-Chancellor, Division of Management and Technology
Professor of International Management and Strategy
University of Canberra








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