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Reviews: "Guides the reader smoothly through the complete business model. A book which does a whole lot more than just what it says on the cover."
- The Lawyer
"It will be of major value to the human resources manager since it underscores the strategic importance of HR representation at board level, and demonstrates how each aspect of HR strategy should be linked seamlessly into the global business strategy."
- Training Journal
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. Armstrong`s Handbook of Strategic Human Resource Management provides a bridge between theory and practice, and offers a guide both to formulating human resource strategies and to implementing them.
Completely revised, this fifth edition of an indispensable text includes new material on international aspects of strategic human resource management. The book also reflects important developments in HR strategies linked with those issues that affect HRM on a day-to-day basis, including:
¢ human capital 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 resource for all those who are involved in putting complex strategy into practice, in order to effect positive and productive change.
Contents: Introduction ¢ PART ONE: The conceptual framework of strategic HRM ¢ The concept of HRM ¢ Introduction ¢ HRM defined ¢ The philosophy of human resource management ¢ Underpinning theories of HRM ¢ The goals of HRM ¢ Characteristics of HRM ¢ The diversity of HRM ¢ The ethical dimension ¢ Critical evaluation of the concept of HRM ¢ How HRM is delivered ¢ The context of HRM ¢ References ¢ The concept of strategy ¢ Introduction ¢ Development of the concept of strategy ¢ Strategy defined ¢ The nature of strategy ¢ The formulation of strategy ¢ Implementation of strategy ¢ The reality of strategy ¢ References ¢ The concept of strategic human resource management ¢ Introduction ¢ SHRM defined ¢ The nature of SHRM ¢ Strategic fit ¢ The resource-based view of strategic HRM ¢ Perspectives on strategic HRM ¢ The best practice approach ¢ The best fit approach ¢ Bundling ¢ The reality of strategic HRM ¢ References ¢ PART TWO: The practice of strategic HRM ¢ The strategic role of HR ¢ Introduction ¢ The strategic role of HR practitioners ¢ The strategic business partner model ¢ 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 advisors or assistants ¢ References ¢ The impact of strategic HRM ¢ Introduction ¢ The concept of performance ¢ Research on the link between HR activities and performance ¢ How strategic HRM makes an impact ¢ How strategic HRM concepts impact on practice ¢ References ¢ Strategic HRM in action ¢ Introduction ¢ Formulating HR strategy ¢ Philosophy on managing people ¢ Corporate issues ¢ Achieving integration ¢ References ¢ Strategic international HRM ¢ Introduction ¢ Strategic international human resource management defined ¢ International SHRM strategic issues ¢ Approaches to strategic international HRM ¢ References ¢ PART THREE: HR strategies ¢ The framework of HR strategy ¢ Introduction ¢ What are HR strategies? ¢ What is the purpose of HR strategies? The nature of HR strategies ¢ Types of HR strategies ¢ Evaluating HR strategy ¢ Developing HR strategies ¢ Setting out the strategy ¢ Implementing HR strategies ¢ References ¢ Business model innovation ¢ Introduction ¢ Business models defined ¢ Development of the concept ¢ Rationale for business models ¢ Business model innovation defined ¢ Rationale for business model innovation ¢ Business model innovation and strategy ¢ Business model analysis and design ¢ The role of HR in business model innovation ¢ References ¢ High performance strategy ¢ Introduction ¢ High performance work system defined ¢ Characteristics of a high performance work system ¢ Components of a HPWS ¢ Impact of high performance work systems ¢ Developing a high performance strategy ¢ References ¢ Human capital management strategy ¢ Introduction ¢ Aims of human capital management ¢ The role of human capital management strategy ¢ The link between HCM and business strategy ¢ Developing a human capital management strategy ¢ References ¢ Corporate social responsibility strategy ¢ Introduction ¢ Corporate social responsibility defined ¢ The rationale for CSR ¢ Strategic CSR defined ¢ CSR activities ¢ Role of HR ¢ Developing a CSR strategy ¢ References ¢ Organization development strategy ¢ Introduction ¢ The story of organization development ¢ Organization development strategy ¢ References ¢ Engagement strategy ¢ Introduction ¢ Engagement defined ¢ How "important is engagement? ¢ Engagement and discretionary behaviour ¢ What are the factors that influence employee engagement? ¢ Strategies for enhancing engagement ¢ References ¢ Knowledge management strategy ¢ Introduction ¢ 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 ¢ References ¢ Resourcing strategy ¢ Introduction ¢ The rationale for strategic resourcing ¢ The strategic HRM approach to resourcing ¢ Integrating business and resourcing strategies ¢ Bundling resourcing strategies and activities ¢ The components of employee resourcing strategy ¢ Workforce planning ¢ Employee value proposition ¢ Resourcing plans ¢ Retention strategy ¢ Flexibility strategy ¢ References ¢ Talent management strategy ¢ Introduction ¢ Talent management defined ¢ What is talent? ¢ The process of talent management ¢ Developing a talent management strategy ¢ References ¢ Learning and development strategy ¢ Introduction ¢ Strategic human resource development (SHRD) ¢ Human resource development philosophy ¢ Elements of human resource development ¢ Strategies for creating a learning culture ¢ Organizational learning strategies ¢ Learning organization strategy ¢ Individual learning strategies ¢ References ¢ Reward strategy ¢ Introduction ¢ Reward strategy defined ¢ Why have a reward strategy? ¢ Characteristics of reward strategies ¢ The basis of reward strategy ¢ The content of reward strategy ¢ Guiding principles ¢ Developing reward strategy ¢ Effective reward strategies ¢ Reward strategy and line management capability ¢ The problem with the concept of reward strategy ¢ References ¢ Employee relations strategy ¢ Introduction ¢ Employee relations strategy defined ¢ Concerns of employee relations strategy ¢ Strategic directions ¢ The approaches to employee relations strategy ¢ Formulating employee relations strategies ¢ Partnership agreements ¢ Employee voice strategies ¢ References ¢ PART FOUR: The strategic HRM toolkit ¢ Author Index ¢ Subject Index.
About the Author: Michael Armstrong is a former Chief Examiner of the Chartered Institute of Personnel and Development and an independent management consultant, with extensive experience in publishing and the aerospace and food industries. He is a prolific management author who has sold over 500,000 books on the subject of HRM, including the leading HR title Armstrong`s Handbook of Human Resource Management Practice, as well as Armstrong`s Handbook of Reward Management Practice, Armstrong`s Handbook of Performance Management and How to be an Even Better Manager (all published by Kogan Page).
Special prices are applicable to the authorised sales territory only.
Prices are subject to change without prior notice. ISBN 9780749463946
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Pages : 328
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