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Description: Strategic human resource management has been taken up by academics, consultants and practitioners alike. However, the integration of human resource strategy with overall business strategy is often easier in theory than in practice. Strategic Human Resource Management provides a bridge between theory and practice and offers a guide to both formulating human resource strategies and implementing them.
Substantially updated, this fourth edition of an indispensable text includes new material that reflects important developments in HR strategies linked with those issues that affect HRM on a day-to-day basis, including:
¢ Human resource management;
¢ Corporate social responsibility;
¢ Organization development;
¢ Engagement;
¢ Talent management.
Case studies, checklists, practical examples and a special strategic HR toolkit make this book an extremely practical resources for all those who are involved in putting complex strategy into practice, in order to effect positive and productive change.
Human resource strategies are only as good as the effective action they produce. Formulating them is the easy part. The difficulties begin when they have to be implemented. This book is an invaluable aid in converting rhetoric into reality.
Contents: Introduction ¢ PART 1 THE CONCEPTUAL FRAMEWORK OF STRATEGIC HRM ¢ The concept of human resource management ¢ HRM defined ¢ Human resource systems ¢ Aims of HRM ¢ Characteristics of HRM ¢ Reservations about HRM ¢ The concept of strategy ¢ Strategy defined ¢ The concept of strategy ¢ The formulation of strategy ¢ The concept of strategic human resource management ¢ Strategic HRM defined ¢ Basis of strategic HRM ¢ Principles of strategic HRM ¢ Aims of strategic HRM ¢ Concepts of strategic HRM ¢ Perspectives on strategic HRM ¢ The best-practice approach ¢ The best-fit approach ¢ Bundling ¢ The reality of strategic HRM ¢ Practical implications of strategic HRM theory ¢ PART 2 THE PRACTICE OF STRATEGIC HRM ¢ HR strategies ¢ What are HR strategies? ¢ What is the purpose of HR strategies? ¢ Overall HR strategies ¢ Specific HR strategies ¢ Criteria for an effective HR strategy ¢ How should HR strategies be developed? ¢ Developing HR strategies ¢ Implementing HR strategies ¢ The strategic role of HR ¢ The strategic nature of HR ¢ The strategic partner model ¢ What being strategic means ¢ The strategic role of HR directors ¢ The strategic role of heads of HR functions ¢ The strategic role of HR business partners ¢ The strategic contribution of HR advisers or assistants ¢ The impact of strategic HRM ¢ How HR impacts on organizational performance ¢ How strategic HRM concepts impact on practice ¢ Strategic HRM in action ¢ Formulating HR strategy ¢ The content of HR strategies ¢ Corporate issues ¢ Achieving integration ¢ What are the most characteristic features of strategic HRM in action? ¢ PART 3 HR STRATEGIES ¢ Human capital management strategy ¢ Aims of human capital management ¢ The link between HCM and business strategy ¢ Developing a human capital management strategy ¢ Conclusions: the role of human capital management strategy ¢ High-performance strategy ¢ High-performance work system defined ¢ Characteristics of a high-performance work system ¢ Components of an HPWS ¢ Impact of high-performance work systems ¢ Developing a high-performance strategy ¢ Corporate social responsibility strategy ¢ Strategic CSR defined ¢ CSR activities ¢ The rationale for CSR ¢ Developing a CSR strategy ¢ Organization development strategy ¢ Organization development defined ¢ OD strategies ¢ Assumptions and values of OD ¢ Activities incorporated in the OD strategy ¢ Strategies for organizational transformation ¢ Employee engagement strategy ¢ Engagement and organizational commitment ¢ The significance of engagement ¢ Engagement and discretionary behaviour ¢ What is an engaged employee? ¢ What are the factors that influence engagement? ¢ Strategies for enhancing engagement ¢ Measuring engagement ¢ Knowledge management strategy ¢ The process of knowledge management ¢ Sources and types of knowledge ¢ Approaches to the development of knowledge management strategies ¢ Strategic knowledge management issues ¢ Components of a knowledge management strategy ¢ Employee resourcing strategy ¢ The objective of employee resourcing strategy ¢ The strategic HRM approach to resourcing ¢ Integrating business and resourcing strategies ¢ Bundling resourcing strategies and activities ¢ The components of employee resourcing strategy ¢ Human resource planning ¢ Employee value proposition ¢ Resourcing plans ¢ Retention strategy ¢ Flexibility strategy Talent management strategy ¢ Talent management defined ¢ The process of talent management ¢ Developing a talent management strategy ¢ Learning and development strategy ¢ Strategic human resource development (SHRD) ¢ Strategies for creating a learning culture ¢ Organizational learning strategies ¢ Learning organization strategy ¢ Individual learning strategies ¢ Reward strategy ¢ Reward strategy defined ¢ Why have a reward strategy? ¢ Characteristics of reward strategies ¢ The structure of reward strategy ¢ The content of reward strategy ¢ Guiding principles ¢ Developing reward strategy ¢ Effective reward strategies ¢ Reward strategy and line management capability ¢ Employee relations strategy ¢ Employee relations strategy defined ¢ Concerns of employee relations strategy ¢ Strategic directions ¢ The background to employee relations strategies ¢ The HRM approach to employee relations ¢ Policy options ¢ Formulating employee relations strategies ¢ Partnership agreements ¢ Employee voice strategies ¢ PART 4 THE STRATEGIC HR TOOLKIT ¢ Strategic human resource management toolkit ¢ References ¢ Subject index ¢ Author index
About the Author: Michael Armstrong is a former Chief Examiner of the Chartered Institute of Personnel and Development. He is an independent management consultant with extensive experience in the aerospace and food industries and in publishing, and is the author of many best-selling titles published by Kogan Page, including A Handbook of Human Resource Management Practice, A Handbook of Management Techniques, Reward Management, Paying for Contribution, The Handbook of Management and Leadership and How to be an Even Better Manager.
Target Audience: Corporates, human resources professionals, academics & consultants.
ISBN 9788175544611
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Pages : 256
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