Part 1: Changing Organisational Forms, Processes and Contracts. 1. Introduction: Is HRM in Crisis. 2. Crisis and Opportunity in HRM: The Challenge for the Personnel Function. 3. Beyond HRM: Commitment and the Contract Culture. 4. Is HRM Dead? What will Happen to HRM when Traditional Methods are Gone? 5. Re-Engineering's Fragile Promise: HRM Prospects for Delivery. 6. Building a New Proposition for Staff at Natwest UK Ltd. 7. The Role of the HR Function in Building a New Proposition for Staff 8. New Organisational Forms, Processes, Jobs and Psychological Contracts: Resolving the HRM Issues. Part 2: Developing Partnership and Employee Voice. 9. Towards A New Model of Industrial Partnership: Beyond the HRM versus Industrial Relations Argument. 10. Dwr Cymru - Welsh Water: A Case Study in Partnership. 11. Trade Unions, Enterprise and the Future. 12. Problematizing Partnership: The Prospects for a Co-operative Bargaining Agenda. 13. Bridging the Gap? Employee Voice, Representation and HRM. 14. Partnership in Context: Towards a European Model. Part 3: The Pursuit Of Multiple and Parallel Flexibility's. 15. Employment Flexibility: Threat or Promise. 16. Flexible Working in Europe: Extent, Growth and the Challenge for HRM. 17. Flexibility in France. 18. HRM and Commitment: A Case Study of Team Working. 19. Flexibility: The Gift-Wrapping of Employment Degradation? 20. Re-Engaging the Human Resource Management Function: Re-Building Work, Trust and Voice.
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