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Managing Human Resources in New Zealand, 2/e
Keith Macky, Massey University
Gene Johnson, IQuentis Limited

Changes from the First Edition


The second edition of this text is a significant revision. Not only has the text been updated the text with many new references, but new sections have also been added to chapters where research has progressed or practices have become more prevalent (e.g. e-recruitment). The authors have listened to users comments and have addressed some new topics (e.g. emotional intelligence). Furthermore, the text has incorporated up-to-the-minute employment legislation changes and employment reform, such as the enactment of the Employment Relations Act 2000


Two New Chapters
  • A brand new chapter on Employment Relations has been authored by Felicity Lamm and Erling Rasmussen of the University of Auckland (two experts in this field) in response to the new Employment Relations Act 2000 and the subsequent employment relations trends that have emerged in New Zealand.
  • A brand new chapter on Contemporary Issues in Human Resource Management has been included to more fully explore the increasing effects and importance of e-recruitment, occupational health and safety, equal employment opportunity, career management and workplace diversity.


Content Shift
  • Chapter topics have been appropriately consolidated (incentive remuneration) and expanded (employment relations) to reflect the changed emphasis in the typical semester-long HR course, and the authors have endeavoured to better integrate HRM with other functional areas within business.
  • The text has been simplified in content and structure to better meet the needs of the Polytechnic market and to be more accessible to students studying entry level HR courses, but continues to examine challenging concepts and statistics within a contemporary perspective.
  • Considerable updates have been included: refreshed sections on technology and HRIS, e-commerce, managing redundancies and employee dismissal in the New Zealand context; and new sections on employee discipline, and performance management systems as they relate to 'hard HRM' or 'soft HRM'.


Increased Pedagogy
  • Every chapter now opens with a practitioner profile, and includes key terms defined in the margin, two types of boxed examples to show HRM in action and provide further information about HR strategy, and an end-of-chapter case analysis, all of which are new to the second edition.








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