How is human resource management (HRM) strategic to a firm's viability and how might it help to lay a basis for sustained competitive advantage? How can managers pursue their goals for labour productivity and organizational flexibility in socially acceptable ways? This book explores such pressing questions. The authors develop an innovative conceptual framework to provide a stimulating exploration of the growing field of Strategic HRM. This text is essential reading for MBA students and advanced undergraduate and postgraduate students of HRM. It is also an invaluable resource for anyone interested in the role of HRM in business success.
Table of contents:
Human Resource Management and Business Performance
PART I: CONNECTING STRATEGY AND HUMAN RESOURCE MANAGEMENT
Strategy and the Process of Strategic Management
Strategic HRM: 'best fit' or 'best practice'?
Strategic HRM and the Resource-based View of the Firm
PART II: MANAGING PEOPLE: SEARCHING FOR GENERAL PRINCIPLES
Work Systems and the Changing Priorities of Production
Linking Work Systems and Models of Employment
Managing Individual Performance and Development
Managing Employee Voice in Unionised and Non-Unionised Firms
PART III: MANAGING PEOPLE IN DYNAMIC AND COMPLEX BUSINESS CONTEXTS
Human Resource Strategy and the Dynamics of Industry-based Competition
Corporate Human Resource Strategy in the Global Economy
Conclusion: Implications for the Strategic Management Process
Bibliography
Author Index
Subject Index
Table of contents:
Human Resource Management and Business Performance
PART I: CONNECTING STRATEGY AND HUMAN RESOURCE MANAGEMENT
Strategy and the Process of Strategic Management
Strategic HRM: 'best fit' or 'best practice'?
Strategic HRM and the Resource-based View of the Firm
PART II: MANAGING PEOPLE: SEARCHING FOR GENERAL PRINCIPLES
Work Systems and the Changing Priorities of Production
Linking Work Systems and Models of Employment
Managing Individual Performance and Development
Managing Employee Voice in Unionised and Non-Unionised Firms
PART III: MANAGING PEOPLE IN DYNAMIC AND COMPLEX BUSINESS CONTEXTS
Human Resource Strategy and the Dynamics of Industry-based Competition
Corporate Human Resource Strategy in the Global Economy
Conclusion: Implications for the Strategic Management Process
Bibliography
Author Index
Subject Index