The fifth edition of Human Resource Management emphasises a practical approach to the study of human resource management. Common themes running through the book include the linking of HRM to organisational strategic business objectives; HRM's potential to contribute to organisational success and employee wellbeing; the commonality of interests existing between employers and employees; the globalisation of business; and the need for organisations to become internationally competitive.

Every chapter from the fourth edition has been extensively revised. Each chapter has new case studies, questions and exercises (including online exercises). In addition, a 'Practitioner speaks' section, ethical dilemma sidebars and class debate topics have been included to promote individual thought and group discussion. The diagnostic model has been revised to provide a more comprehensive means for assessing environmental influences on HRM, demonstrating the link between strategic business objectives and HRM activities and measuring HRM performance in terms of organisational success and employee wellbeing.

The chapter material, diagnostic model, review questions, experiential exercises and cases are designed to highlight practical application. Australian and Asian source material, news items, examples and cases have been used extensively to reflect Australia's changing circumstances and to increase the relevance for students and practitioners alike. Learning objectives are given at the beginning of each chapter and mini ethical dilemmas are presented throughout. Each chapter ends with a summary, a list of key terms to know, review questions, a diagnostic model exercise, a practitioner speaks topic, a 'What's your view?' question, a Newsbreak exercise, a soapbox survey, an online exercise, an ethical dilemma, two case studies, online references, suggestions for further reading and end notes. The suggestions for further reading are specifically linked to standard Australian and Asian texts. There is also an extended case study at the end of each part.

The text has been divided into seven parts. Part 1 deals with the context of human resource management including strategic HRM, HR planning, HR information systems, and HRM and the law. Part 2 emphasises the importance of meeting the organisation's people requirements through job analysis, job design and the quality of work life, employee recruitment and selection. Part 3 deals with the development of human resources through human resource development, career planning and development, performance appraisal and performance management. Part 4 focuses on employee motivation, compensation, incentives and benefits. Part 5 is concerned with industrial relations, the management of change and workplace relations, negotiating in the workplace, employee health and safety, and managing diversity. Part 6 contains chapters on international human resource management and managing international assignments. The concluding section, part 7, deals with the assessment of human resource management.

Raymond J. Stone