Part 1: The making of human resource management -- Human resource management : an overview -- The context for HRM -- HRM is practice -- Part 2: Strategy, structure, and culture in organizational change and HRM -- Business strategy and organizational capability -- Organization structure and human resource management -- Corporate culture and the management of organizational change -- Strategic change and HRM at Barclaycard : from rapid growth to maturity -- Strategy, structure and cultural change : managing retrenchment and recovery at Pilkington -- Part 3: Basic concepts for an employment systems perspective -- Manpower planning -- From manpower planning to human resource planning -- Employment systems : recruitment, pay, and careers -- Managing the system as a whole: towards HRM(1) -- Managing the system as a whole: towards HRM(2) -- Part 4: Employee groups -- Managers and professional employees -- Managers in an international context -- Manual and clerical employees -- Managing technical and organizational change at GKN Hardy spicer -- Flexible employees : flexible firms -- Skills and training in the European Union and beyond -- Part 5: Conclusion -- Future scenarios : issues for the 1990s and beyond

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