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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



  • Central to the text is the three-way linkage between strategy, people and performance. Each chapter discusses the strategic achievements that have occurred within each HR topic and emphasises HRM as a means of creating value and helping organisations gain a competitive advantage in business. The authors have been careful to incorporate the broader environmental and social issues attached to HRM, considering the concerns of a diverse group of stakeholders and taking an integrated approach that emphasises high-performance work systems.


  • This text examines current and emerging issues in HR that are not explored to the same depth as other texts, such as workplace diversity; employee learning; evaluating the HR function; HR information systems; the impact of information technology on HRM; and employee retention and turnover. The text analyses real, current and engaging cases that relate to student's experience and inspires them to learn.


  • The text takes a more intellectual and practical approach to HRM than competing books, paying a lot more attention to empirical research and local examples. It recognises and systematically unpacks the real world complexities and challenges for HRM in Australia by providing local examples and the outcomes of current Australian research. Written by renowned experts in their field with strong research, teaching and industry backgrounds, this text successfully explains through illustration and reinforces the link between concepts and models critical thinking.


Opening stories

  • Each chapter is launched with a real business problem or issue that provides an interesting and meaningful context for the concepts that you are about to explore. For example, begin Chapter 12 on Managing Compensation by reviewing the Australian salary guide and what it reveals about the average Australian income. It's much easier to learn new things when you understand why they are important.

Key Terms

  • The field of human resource management has its own language. To help you learn this language, key terms are boldfaced in the text and defined in the margin. They are also presented in an alphabetical glossary at the end of the text. Learn the lingo as you go, and review it before exams.

Competing Through Globalisation  Boxes

  • These short cases highlight how companies have gained a competitive advantage through effective human resource management practices designed to meet global challenges. For example, read in Chapter 1 (HRM in Australia) how Starbucks Coffee successfully opened franchises in China by offering employee training in the United States.

Competing by Meeting Stakeholders' Needs  Boxes

  • These short cases highlight how companies have gained a competitive advantage through effective human resource management practices designed to meet stakeholder challenges. For example, read in Chapter 2 (Strategic HRM) how the new generation of employees are challenging the workplace values of the baby boomers, and how companies such as Hewlett Packard are developing policies to manage this.

Competing Through High-Performance Work Systems  Boxes

  • These short cases highlight how companies have gained a competitive advantage through effective human resource management practices designed to meet work system challenges. For example, find out in Chapter 9 (Performance Management) how one of the world's top pharmaceutical companies has introduced a new incentive scheme that allows staff to choose their own compensation packages.

HRM Spotlights

  • What HRM issues are appearing in the local media? These short case studies turn the spotlight onto a regionally relevant HRM story that links to the concepts discussed in the text. Why have sexual harassment claims increased in Victoria? What will be the impact of the new Privacy Amendment Act for businesses? Read Chapter 3 on The Legal Context for HRM and find out.

Discussion Questions

  • These short answer discussion questions give you an opportunity to think about and discuss different situations directly related to the chapter you've just read. Discuss the possible solutions to these questions with your peers in a tutorial or take them home to complete as an independent assignment.

Web Exercises

  • Designed to take your learning further, Web Exercises at the end of every chapter help you understand the value of managing human resources on the Web, and challenge you to examine the online HRM practices of a variety of companies. For example, see how Qantas attracts new staff via the Internet by completing the Web Exercise at the end of Chapter 6 (Recruitment, Selection and Placement), or find out how the position of women in the workforce is being improved by completing the Web Exercise at the end of Chapter 8 (Managing Diversity and Work-life Balance).

Managing People  Case Studies

  • It is vital that you can think critically and use the theory you have learned to explain real world situations. These end-of-chapter articles draw from current debates in HRM and challenge you to diagnose specific HRM issues. What's new for e-HRM? How are resumes being monitored for truth? Why is staff turn-over high at island resorts? Discussion questions provide guidance and focus your attention on the key concepts.