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Full download (eBook PDF) Human Resource Management 10th Edition by Alan Nankervis file pdf all chapter on 2024
Full download (eBook PDF) Human Resource Management 10th Edition by Alan Nankervis file pdf all chapter on 2024
Full download (eBook PDF) Human Resource Management 10th Edition by Alan Nankervis file pdf all chapter on 2024
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CONTENTS vii
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viii CONTENTS
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CONTENTS ix
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x CONTENTS
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CONTENTS xi
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xii
1
CHAPTER
Evolution of strategic human
Gain an insight into HRM with resource management
industry quotes at the beginning of There is a global shift towards non-standard, flexible employment models, including agency work (which) is
set to become a permanent feature of the modern workplace.
each chapter. Zhang, M. M., Bartram, T., McNeil, N. and Dowling, P. J. (2015), Towards a research agenda on the
sustainable and socially-responsible management of agency workers through a flexicurity model of HRM.
Journal of Business Ethics, 127(3), p. 514.
We must pursue innovation through technology as the main contributor to our future prosperity and
happiness. The new jobs generated will allow us to compete with the world.
Williamson, R. C., Raghnaill, M. N., Douglas, K. and Sanchez, D. (2015), Technology and
Australia’s future: New technologies, and their role in Australia’s security, cultural,
democratic, social and economic systems. Melbourne: ACOLA.
HRM IN PRACTICE Source: Michel, F. (2017), Treatment plan. HRM, http://www.hrmonline.com.au, September, pp. 18–19.
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GUIDE TO THE TEXT xiii
HRM IN PRACTICE
‘Relentless focus’ leads Westpac to Beware the humble reference check Ch 6, p. 228
hit 50% women in leadership target Ch 2, p. 64
Preparing for the virtual interview Ch 6, p. 235
Job sharing – opportunities and
challenges Ch 2, p. 70 Lorna Jane receptionist job requires
physical measurements Ch 6, p. 239
FWO’s Food Precincts campaign
returns $471,904 in wages owed to Gamified induction Ch 7, p. 261
hospitality workers Ch 3, p. 91 The ‘only at Deloitte’ learning
Characteristics of employment, experience Ch 7, p. 264
Australia, August 2016 Ch 3, p. 93 Simulations in clinical teaching and
Fair Work Act 2009, s. 12 – the learning Ch 7, p. 270
dictionary Ch 3, p. 95 Energy workers get wearables for
Union no show at Commission as training Ch 7, p. 271
another agreement terminated Ch 3, p. 109 Aboriginal and Torres Strait Islander
Wage theft Ch 3, p. 112 mentoring programs Ch 7, p. 276
How to have great virtual teams Ch 5, p. 188 Injury prevention and management
at Gay’s Construction Ch 10, p. 459
Hilton named one of Australia’s best
companies for which to work Ch 5, p. 190 What does bullying in the workplace
look like? Ch 10, p. 465
Outside the box Ch 6, p. 202
Family matters Ch 10, p. 467
Indian Railways gears up for the
world’s largest recruitment drive Ch 6, p. 213 Preventing body stressing injuries Ch 10, p. 469
Outsourced recruitment: bad apples?Ch 6, p. 215 Mediation for North Sydney Council Ch 11, p. 488
Recruiters again urged to use social Core principles in negotiating Ch 11, p. 494
media cautiously Ch 6, p. 219 Cross-cultural disputes: the impact
So, you want to hire a digital native? Ch 6, p. 224 of language Ch 11, p. 502
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xiv GUIDE TO THE TEXT 22 HRM IN CONTEXT
(Amazon, Webjet.com, Facebook, Expedia.com, Google, Microsoft, Alibaba) that trade online
throughout the world.
SIHRM now encompasses SHRM in multinationals (i.e. the impact of context and culture
on SHRM); comparative HRM (i.e. comparisons of HRM theories and practices in different
countries or regions); and the management of expatriates in different countries or regions. It
also explores a broad range of employee types – short-term assignments, repatriates (employees
FEATURES WITHIN CHAPTERS returning home from international assignments, especially the diaspora from China, Vietnam
and India), third country nationals (employees from neither the home nor host countries of
operation), locals working for global corporations, and self-initiated employees (people who
choose to work overseas to advance their skills and careers).43
HRM IN PRACTICE
In essence, SIHRM is concerned with the management of global workforces, including
features such as the choice and development of global leaders and global mindsets, global
employees and global HRM systems. Accordingly, SIHRM is now linked with sub-disciplines
Ch 12, p. 540
such as knowledge management, change management, managing joint ventures and
Valuing human capital – BT’s new HRM drivers
multinational work teams, the transfer of management systems, and the management of post-
initiatives Ch 12, p. 522 merger or post-acquisition processes, in regional and global contexts.44
Banking on strategic HR system
While these kinds of jobs and work regimens require some of the same HRM activities
as those in domestic operations, they also present more complex problems, including the
The most effective ways for digitisation Ch 12, p. 541
need for more sophisticated employee skills (e.g. language and cross-cultural); additional
organisations to retain workers Ch 12, p. 526 human resource development and career plans; complicated international remuneration and
performance management schemes; and a broader range of occupational health and safety
issues (e.g. stress, fatigue, terrorism and security threats, deep vein thrombosis) and associated
family issues. International perspective 1.1 presents an apparently counterintuitive approach to
talent management in some global corporations operating in China.
through the International M&A) purchases by Chinese firms’.45 Despite a reduction in its outbound investment during
the first half of year 2017, it is forecasted that the outstanding cross-border M&A activities will
reach an aggregated volume of $278 billion in 2018, and by 2019 the amount will hit $297.1
Perspective boxes. billion. Obviously, the increasing appetite for international M&As has pushed forward China’s
strategy and outcomes on moving towards a more dynamic, inclusive and sustainable economic
globalisation process.
INTERNATIONAL PERSPECTIVE
Managing talent in cross-border What makes Indian employees stay? Ch 7, p. 257
mergers and acquisitions in China:
going global Ch 1, p. 22 Managing employee performance
across borders Ch 8, p. 322
Fathers and care Ch 2, p. 61
Industry preferences of graduates
Employment relations in China Ch 3, p. 104 changing Ch 9, p. 361
The global context Ch 4, p. 132 Who’s top of the expat salary pack in
Asia? Ch 9, p. 420
Employment opportunities in the
Middle East Ch 4, p. 143 Australian and International
Standards Ch 10, p. 472
260 HRM STRATEGIES, SYSTEMS AND PROCESSES
practitioner with the Professional a checklist compels the manager and the HR manager to pay more attention to each new
employee at a time when personal attentiveness is critical to building a long-term relationship.
However, as mentioned earlier, it is important that the checklist does not become the only
Tip boxes. element, or the focus, of the induction program. The checklist is a helpful tool to assist in
ensuring that all items are covered and to keep the induction focused.
The key to successful induction is to plan and organise the induction in advance as well as
ensure staff are trained in the importance of staff induction and how to conduct the program.
Those who plan induction programs often expect new employees to immediately familiarise
PROFESSIONAL TIP themselves with all types of detailed and assorted facts about the organisation. However, while
there are many things that a new employee should know, most of them can be learnt over a
period of time and in a series of meetings. It is customary to initially provide information about
Key HRM issues Ch 1, p. 33 Key HR roles and competencies Ch 4, p. 125
matters of immediate concern, and then to ensure that a structured program follows, conducted
over days or weeks.
New employees should have a clear understanding of the job, organisational requirements
Collecting data Ch 2, p. 65 Community meetings and events
and any other important matters. The initial emphasis should be on the one-to-one or teamCh 4, p. 156
relationship necessary to give a new person a sense of belonging. During this initial period,
Understanding the Fair Work Act Key HR roles and competencies Ch 5, p. 166
the new employee is provided with a significant amount of information in order for them to
understand their role and the organisation. Many Australian firms now have this information
2009 Ch 3, p. 107 readily available on their intranet system. Induction sessions should be supplemented with a
Reviewing job descriptions Ch 5, p. 182
kit of materials that new employees can read at their leisure. The induction program does not
have to be based on endless supplies of policies and checklists. It can also be interactive and
exciting, making use of digital technology. For example, Bajaj Finserv, voted as one of the best
companies to work for in India, uses a gaming induction program, based on Formula One
racing, to teach new employees about the organisation.5
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GUIDE TO THE TEXT xv
PROFESSIONAL TIP
Key HR roles and competencies Ch 6, p. 202 Key HR roles and competencies Ch 10, p. 442
Is there any hope for the interview? Ch 6, p. 237 Who should carry out drug and
alcohol testing procedures? Ch 10, p. 471
Key HR roles and competencies Ch 7, p. 255
Analysing WHS issues Ch 10, p. 473
Use a checklist Ch 7, p. 260
Key HR roles and competencies Ch 11, p. 481
Needs analysis Ch 7, p. 266
26 HRM IN CONTEXT
Understand the changing HRM will require far more complex and contingent approaches to the structuring of organisations
and the development of appropriate work cultures than have been used formerly. New
boxes. ‘the blurring of personal and work lives’ and demand new approaches to employment contracts,
job design, office space utilisation, learning and development, and performance recording and
evaluation, to mention just a few areas.56
In response to these challenges, new forms of employee benefits and rewards have begun to
emerge, including variable leave entitlements and greater flexibility in attendance requirements
and work–life balance opportunities. As examples of these new benefits and rewards trends,
pharmaceutical company MDA provides ‘green’ bonuses to employees who choose to use public
transport or ride to work; Ernst & Young offers free personal financial planning services to its
employees; Cotton On allows staff to bring their pets to the office on specific days; Patagonia
encourages its employees to ‘go surfing’ at lunch time; Netflix and Virgin have ‘unlimited
leave’ provisions for some of their staff; and Telstra and GE employees can ‘buy out’ extra leave
weeks.57 HR specialists have a major role to play in ensuring that an organisational culture
conducive to the achievement of overall strategic objectives is developed and maintained.
The gig economy, virtual workplaces The new MOOCs: the Netflix way Ch 7, p. 278
change towards the achievement of desirable organisational objectives are broad and all-
inclusive, involving the development of an ‘HR architecture that aligns different employment
and digital disruption Ch 1, p. 26 modes, employment relationships, HR configurations and criteria for competitive advantage’.58
Is this the future of performance
Insecurity vs security Ch 3, p. 85 management? Ch 8, p. 317
Employment projections for future The future of reward management Ch 9, p. 389
Australian industry sectors and jobs Ch 4, p. 137
The future of work and WHS Ch 10, p. 446
A day in the life of 2035 Ch 5, p. 191
Conflict resolution by BOTS: humans
A résumé tracking bot Ch 6, p. 226 no longer needed Ch 11, p. 496
Unilever Ch 6, p. 242 Employers and the gig workforce Ch 12, p. 534
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
4 HRM IN CONTEXT
ICONS
ASEAN Economic
Community (AEC) countries – Indonesia, Malaysia, the Philippines, Singapore, Thailand, Vietnam, Lao PDR,
A regional trade Myanmar, Cambodia and Brunei Darussalam – excluding Australia. Both developments pose
grouping of 10
ASEAN countries,
potential challenges and opportunities for HR professionals in local organisations with global
excluding Australia or regional operations.
highlight topical HRM issues Globalisation Korean peninsula, have also provided both challenges and opportunities for global business and
the management of workforces. Demographic factors such as the ageing workforces of most
throughout each chapter. developed countries (the United States, United Kingdom, Australia, Canada, New Zealand,
Singapore and in Europe), but younger workforces in emerging nations like Indonesia and
India, pose different business and SHRM challenges; as do rising education levels in many
countries and regions, combined with diverse expectations of jobs and workplaces from
different generations.
Fourth Industrial called ‘Fourth Industrial Revolution’ (FIR, or Industry 4.0) is the digital transformation in society
Revolution (FIR, EVOLUTION OF STRATEGIC HUMAN RESOURCE MANAGEMENT CHAPTER 1 41
and business that involves an interface between technologies in the physical, digital and
At the end of each chapter you’ll find several tools to help you to review, practise and extend
or Industry 4.0)
Interface between SUMMARY
biological disciplines. It involves the ‘transformation of systems of production, management
physical, digital and governance’. Emerging technologies,
field ofsuch as artificial intelligence, robotics,MANAGEMENT
machine
1
SHRM is a complex and rapidly changing practice
EVOLUTION inOF
industry.
STRATEGICDespite
HUMAN itsRESOURCE
comparatively recent CHAPTER 1 41
74 HRM IN CONTEXT
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HRM 20 • psychological
strategic
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•
HRM IN CONTEXT HRM community
ASEAN 4.0) 4 32
Economic Community (AEC) 4 management
• resource-based
strategic human(SIHRM)/strategic
resource
view 13 global
(RBV)management
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employment 3
relationship 12 humancontract
(SHRM)
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20 management
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unitarist 19 (SIHRM)/strategic global
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What are4.0)the main human resource implications •of women’s strategic human
increased resource
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participation?
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ethics • human
work-readiness
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management (SGHRM) 21
c globalisation
How are organisations responding? (SHRM) 8
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• human resource
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‘hard’ HRM strategic international human resource
EMERGING ISSUES
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•3 HRM
legal
are organisations
Ageing workforce
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ethics
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a Why is this an important issue for human resource managers to consider?
questions linked to the icons throughout •their organisations
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EMERGING ISSUES
Globalisation of business become a reality, and
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a a Visit
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discussion doctors,
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theories and practices covered in the You have been asked to provide advice to a fellow student who works in a restaurant on weekends
lawyers,
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skilled
1 Howjobs
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you advise the student
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suspect the student is already working more hours than their visa allows.
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mechanics, conversation raise? tutors, insurance agents and bank tellers, among
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1 How would you advise the student about their initial request to refuse more hours of work?
3 Would
many youSignificant
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medium
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sayjobs
skilled and bydo?robots, are anticipated.
3 Would you raise these issues with your fellow student, or keep them to yourself? What would you
say and do?
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xvii
MINDTAP
Premium online teaching and learning tools are available on the MindTap platform – the
personalised eLearning solution.
MindTap is a flexible and easy-to-use platform that helps build student confidence and gives you
a clear picture of their progress. We partner with you to ease the transition to digital – we’re
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The Cengage Mobile App puts your course directly into students’ hands with course materials
available on their smartphone or tablet. Students can read on the go, complete practice quizzes
or participate in interactive real-time activities.
MindTap for Nankervis’ Human Resources Management is full of innovative resources to support
critical thinking, and help your students move from memorisation to mastery! Includes:
• Human Resources Management 10th edition eBook
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MindTap is a premium purchasable eLearning tool.
Contact your Cengage learning consultant to find out how
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INSTRUCTOR’S MANUAL
The Instructor’s Manual includes:
• learning objectives • tutorial activities
• chapter outlines • answers to case studies
• key questions • websites and readings
• sample responses to emerging issue
questions, ethical challenges and tutorial
activities
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xviii GUIDE TO THE ONLINE RESOURCES
POWERPOINT™ PRESENTATIONS
Use the chapter-by-chapter PowerPoint presentations to enhance your lecture presentations
and handouts to reinforce the key principles of your subject.
MINDTAP
MindTap is the next-level online learning tool that helps you get better grades!
MindTap gives you the resources you need to study – all in one place and available when you
need them. In the MindTap Reader, you can make notes, highlight text and even find a definition
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If your instructor has chosen MindTap for your subject this semester, log in to MindTap to:
• Get better grades
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• Connect with your instructor and peers
• Study when and where you want, online and mobile
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When your instructor creates a course using MindTap, they will let you know your course key so
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xix
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
xx PREFACE AND AHRI ENDORSEMENT
At the global level, the volatility of political and economic environments provides
organisations across the world with new and unexpected threats and opportunities. These are
illustrated by such diverse developments as the election of President Donald Trump in the
United States and the challenges posed by North Korea; the contested withdrawal of the
United Kingdom from the European Union following the Brexit referendum; the formation
of the ASEAN Economic Community (AEC); the continuing rise of China and India; frequent
leadership changes in Australia and elsewhere, and constantly fluctuating currencies and stock
markets.
While it is difficult to predict, there are indications that HRM theories will need to
incorporate stronger environmental, social responsibility and ethical dimensions (‘green
HRM’, ‘sustainable HRM’ and ‘responsible HRM’) as communities and workers demand that
organisations respond more strategically to these global challenges. In an increasing ‘war’ for
talent, organisations that fail to respond will find it difficult to compete as employer branding in
these dimensions becomes more imperative for choosy younger workers. In many organisations,
HRM professionals are (or will become) the catalysts for such challenges. In addition, given the
monumental changes to jobs, skills and entire workplaces associated with Industry 4.0, HRM
professionals will need to focus more intensively on proactive human resource planning, global
and local environmental scanning, devolving many of their traditional functions (attraction
and retention, learning and development, performance and rewards management) to line
managers and/or outsourcing to external service providers, and using artificial intelligence or
robotic technologies to augment them. The increasing use of big data and more sophisticated
human resource information management systems (HRIMS) will become mandatory for these
purposes, as well as stronger accountability for their strategies, processes and outcomes.
The roles of HRM professionals are also likely to become more fragmented, with
emphases on functional specialists (e.g. attraction and retention consultants, reward specialists,
learning and development experts) and ‘fair work’ counsellors who monitor and enforce
compliance with legal and industrial relations regulations and processes. Such new HRM
roles may be undertaken both within organisations and externally. With respect to traditional
HRM functions, the demands of Industry 4.0 are likely to transform attraction and selection
systems via the use of chatbots, computer-aided selection processes and social media; learning
and development is likely to comprise blended, self-paced packages on demand; job and
performance management criteria may emphasise soft skills over specific technical competence
and capabilities; while, increasingly, rewards and benefits are likely to be individualised rather
than generalised, dependent on mutually agreed outcomes. Multiple (internal and external)
careers will become the norm.
The challenge for the HRM profession and its practitioners is to understand the avalanche
of forthcoming changes; to develop flexible long-, medium- and short-term strategies and plans
to accommodate them based on available data; to collaborate with line managers, outsourced
and in-sourced service providers and (where appropriate) unions in order to deliver responsive,
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
PREFACE AND AHRI ENDORSEMENT xxi
responsible and cost-effective HRM systems; and to account for their effectiveness in terms
that reflect business imperatives. As Peter Wilson, National President of the Australian Human
Resources Institute (AHRI) suggests, it is important to ‘measure and reward the execution of
HRM service delivery that optimises human relationships and a more positive culture … (and)
secures a more responsible operation that safeguards brand and reputation’.3
Our goal in this 10th edition of HRM Strategy and Practice is to provide students of HRM
with the capacity to understand and act within this new context, and to become capable and
ethical HRM practitioners and leaders across the range of HRM functions.
Alan Nankervis, Marian Baird, Jane Coffey and John Shields
ENDNOTES
1 Ford, M. (2018), Architects of intelligence: The truth about artificial intelligence from the people building it. New York: Pacht Publishing.
2 Schwab, F. (2015), The Fourth Industrial Revolution:What it means and how to respond. Geneva: WEF.
3 Wilson, P. (2019), Ethics 4.0: An HR guide to shaping modern ethics. hrmonline.com.au, December/January, p. 6.
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xxii
Marian Baird, AO, BEc (Hons), Grad. Dip. Ed., PhD (Sydney), is Professor of Gender and
Employment Relations, Co-Director of the Women, Work and Leadership Research Group,
and Head of the Discipline of Work and Organisational Studies at the University of Sydney
Business School. Marian is a highly recognised academic in the fields of industrial relations,
human resource management and work and family. She is the recipient of several major research
grants from funding bodies, including the Australian Research Council and state and federal
governments, to explore critical aspects of women’s working lives, the ageing workforce, and
the impact of regulatory change across the public and private sectors. She is the Co-editor
in Chief of the Journal of Industrial Relations, and has published extensively in national and
international journals. Marian has contributed to numerous government review panels on
gender equality, discrimination and parental leave.
Jane Coffey, BA (Soc.Sc.), Grad Dip., M.Comm, PhD (Perth), is a senior lecturer with the
School of Management within the Faculty of Business and Law, Curtin University. She has
held numerous positions within the faculty and university, including International Academic
Director, Deputy Head of School, Discipline Leader and Course Coordinator, HRM and
industrial relations. Throughout her academic career, she has developed, managed and taught
a range of HRM and industrial relations programs throughout Australia and South-East Asia.
Jane has actively contributed to the last four editions of this textbook. She researches and
publishes in the areas of career expectations of Generations X and Y and career attraction and
retention issues within the performing arts.
Jane also has significant corporate professional experience, having operated a highly
successful HR consultancy business prior to joining Curtin University. She specialised in
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ABOUT THE AUTHORS, CONTRIBUTORS AND ACKNOWLEDGEMENTS xxiii
providing support and advice to the public sector, and she maintains a significant consultancy
profile in this area with the university. She also conducts and facilitates workshops throughout
Australia.
Acknowledgements
The authors wish to acknowledge the long-standing contribution made by Professor
Leigh Compton to previous editions of this text. Cengage joins them in extending our
appreciation to Professor Compton whose contribution as an author over seven of the
previous editions has helped make this text a standard for presenting HRM knowledge in
the Asia Pacific region.
Our sincere gratitude and appreciation are expressed to the following colleagues who have
added inestimable value and quality to this new edition:
• Dr Ros Larkin, University of Newcastle
• Ms Ann Arnold, Australian Broadcasting Commission
• Dr Alan Montague, RMIT University
• Cec Pederson, University of Southern Queensland
• Dr Di Fan,Victoria University
• A/Prof. James Reveley, University of Wollongong
• Senior Honorary Fellow Joy Peluchette, University of Wollongong
• Louise Ingersoll, University of Western Sydney
• Julie McGowan, Whitireia New Zealand
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xxiv ABOUT THE AUTHORS, CONTRIBUTORS AND ACKNOWLEDGEMENTS
• Gaby Grammeno for research and practical assistance with Chapter 10 on work, health
and safety.
• Peter Vlant and Lyle Potgieter (PeopleStreme) for providing commercial research
information on HRM evaluation, and for contributing their research to Chapter 12.
• Prikshat Verma (Australian Institute of Business, Adelaide) for research assistance.
We are immensely grateful to (in no particular order) Laura Di Iorio, James Cole and,
of course, Dorothy (‘the dinosaur’) Chiu, of Cengage, for their continuing encouragement,
support, professionalism and maintenance of strict deadlines.
Cengage and the authors would like to thank the following reviewers for their incisive and
helpful feedback:
• Fiona Edgar – University of Otago
• Youqing Fan – Western Sydney University
• Jane Jones – Flinders University
• Sarah Kim – RMIT University
• Malliga Marimuthu – Charles Darwin University
• Michael Muchiri – RMIT University
• Leigh-ann Onnis – James Cook University
• Geoff Plimmer – Victoria University of Wellington
• Ancy Ramasamy – Victoria University
• Shuang Ren – Deakin University
• Beth Tootell – Massey University
• Richa Vinod – Murdoch University
Every effort has been made to trace and acknowledge copyright. However, if any infringement
has occurred, the publishers tender their apologies and invite the copyright holders to contact
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