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E-grāmata: Strategic Human Resource Management

4.50/5 (8 ratings by Goodreads)
(Academic consultant specializing in online learning for Kaplan Open Learning and the University of Essex Online.), (Professor of Work and Organization, Cranfield School of Man), (Professor in Work and Employment, King's College London.),
  • Formāts: 440 pages
  • Izdošanas datums: 08-Mar-2018
  • Izdevniecība: Oxford University Press
  • Valoda: eng
  • ISBN-13: 9780191080272
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Strategic Human Resource ManagementPalielināt
  • Formāts: 440 pages
  • Izdošanas datums: 08-Mar-2018
  • Izdevniecība: Oxford University Press
  • Valoda: eng
  • ISBN-13: 9780191080272
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What is strategic HRM, and how do you apply it in business? What makes good HR strategy and how do you develop it? What are the key issues that need to be considered when creating, developing, and embedding a strategic approach to managing people? These are the fundamental questions asked by HR professionals and tackled in this innovative and comprehensive textbook.

Drawing on the latest academic research, the well-respected author team take a reliably thematic approach to SHRM. Broken into four distinct parts, the book addresses the context, theories, themes, and future of managing people strategically. Tata Motors, Samsung, Pizza Express, and Deliveroo make up some of the case studies and examples that feature across the book, ensuring that theoretical discussion is always linked to practical application. New 'Strategic HRM in Action' boxes take this one step further by presenting students with a scenario in which they themselves can make strategic decisions and reflect on their own evaluation of real-life business practices.

Critical thinking is essential in SHRM, so frequent Critical Reflection boxes, Review Questions, and questions or activities to accompany every case study ensure students are challenged to engage with the subject critically and reflectively, and consider their own evaluations of the essential theories and the strategic practices adopted by different organizations. Global case studies and an opening chapter dedicated to the global context of SHRM challenge the dominant Western perspective and provide a rounded and adaptable view of SHRM.

A user-friendly structure and wide range of learning features, including learning objectives, key concept boxes, and summaries, ensure the text remains accessible, even for those completely new to SHRM, allowing all students to benefit from the book's ideal balance between the latest academic theory and contemporary, real-world practice.

The book is accompanied by a selection of online resources:

For students: Glossary Web links

For registered lecturers: Additional case studies PowerPoint slides Seminar activities Suggested case study answers Figures from the book

Recenzijas

By far the most versatile book on SHRM. It strikes a very good balance between comprehensiveness, academic rigour, and accessibility. * Dr Michael Koch, University of Kent * Well-researched and well-written, addresses key issues within the SHRM field, and makes excellent use of organizational and international examples to illustrate information points. * Margaret Masson, Glasgow Caledonian University *

Preface xi
Acknowledgements xv
Guide to the book xvi
Guide to the online resources xviii
PART 1 The context of strategic human resource management
1 The global context of strategic human resource management
3(19)
1.1 Introduction
3(1)
1.2 What is `globalization'?
4(1)
1.3 Attitudes towards globalization
5(3)
1.4 The drivers of globalization
8(6)
1.5 Globalization and SHRM
14(8)
2 The changing context for strategic human resource management
22(22)
2.1 Introduction
22(1)
2.2 The global labour market
23(3)
2.3 The changing character of the workforce
26(5)
2.4 The changing nature of work
31(4)
2.5 Workplace flexibility
35(3)
2.6 Changes to management practices
38(6)
3 Strategic management and strategic human resource management
44(23)
3.1 Introduction
44(1)
3.2 Strategy, strategic management, and competitive advantage
45(6)
3.3 The evolution of business strategy
51(1)
3.4 The classical versus alternative perspectives on strategy
52(2)
3.5 Levels of strategy, strategy development, and functions of strategy
54(3)
3.6 Linking HRM to organizational strategy
57(2)
3.7 Approaches to strategic alignment
59(8)
PART 2 Strategic human resource management
4 The strategic role of the human resource function
67(26)
4.1 Introduction
67(1)
4.2 The scope of the HR function
68(3)
4.3 Typologies of HR functional roles
71(9)
4.4 HR roles: tensions and ambiguities
80(2)
4.5 Structuring the HR department
82(4)
4.6 e-HRM
86(7)
5 Human resource strategy
93(23)
5.1 Introduction
93(1)
5.2 What is an HR strategy?
94(1)
5.3 Human resource strategy: content issues
95(6)
5.4 Human resource strategy: process issues
101(6)
5.5 HR strategy: implementation issues
107(5)
5.6 The power and influence of the HR professional
112(4)
6 The foundations of strategic human resource management
116(20)
6.1 Introduction
116(1)
6.2 The development of SHRM
117(2)
6.3 What is SHRM?
119(3)
6.4 Universalist approaches to SHRM
122(4)
6.5 Contingency approaches to SHRM
126(3)
6.6 Configurational approaches to SHRM
129(2)
6.7 Architectural approaches to SHRM
131(5)
7 Resource-based and institutional perspectives on strategic human resource management
136(18)
7.1 Introduction
136(1)
7.2 The origins of the RBV of the firm
137(4)
7.3 Application of the RBV to SHRM
141(3)
7.4 Critiques of the RBV
144(2)
7.5 Extending the RBV
146(8)
8 Strategic human resource management and performance
154(27)
8.1 Introduction
154(1)
8.2 Findings of research on the impact of SHRM on performance and other outcomes
155(4)
8.3 Theorizing the link between SHRM and outcomes
159(3)
8.4 SHRM and outcomes: evaluating the evidence
162(4)
8.5 Looking to the future: sustainable HRM
166(2)
8.6 The practicalities of measuring SHRM outcomes
168(13)
PART 3 Strategic imperatives
9 Strategic human resource development
181(24)
9.1 Introduction
181(1)
9.2 Understanding the contribution of SHRD to individuals and organizations
182(4)
9.3 Understanding the contribution of HRD to individual and organizational performance
186(1)
9.4 Models of SHRD in organizations
187(7)
9.5 HRD processes and practices
194(11)
10 Strategic human resource management and talent management
205(19)
10.1 Introduction
205(1)
10.2 Conceptualizing `talent'
206(1)
10.3 Conceptualizing talent management
207(2)
10.4 Perceptions of talent management
209(1)
10.5 Key debates within talent management
209(3)
10.6 Talent acquisition, development, and retention
212(6)
10.7 Global talent management
218(6)
11 Strategic human resource management and employment relations
224(19)
11.1 Introduction
224(1)
11.2 Employment relations
225(2)
11.3 Managing employment relations
227(5)
11.4 Legal regulation
232(3)
11.5 Employee voice
235(8)
12 Strategic human resource management and employee engagement
243(21)
12.1 Introduction
243(2)
12.2 What is employee engagement?
245(7)
12.3 The outcomes and consequences of engagement
252(2)
12.4 The drivers or antecedents of engagement
254(5)
12.5 Implications for HR professionals
259(5)
13 Strategic human resource management and knowledge management
264(19)
13.1 Introduction
264(1)
13.2 Defining knowledge
265(5)
13.3 Theoretical perspectives on knowledge management in organizations
270(2)
13.4 The contribution of knowledge management to organizational performance: facilitating conditions
272(2)
13.5 The role of knowledge sharing and seeking in knowledge management
274(2)
13.6 Human resource management and knowledge management
276(7)
14 Strategic human resource management, business ethics, corporate social responsibility, and sustainability
283(21)
14.1 Introduction
284(1)
14.2 Defining business ethics, CSR, corporate irresponsibility, and sustainability
284(7)
14.3 Organizational approaches to business ethics, CSR, and sustainability
291(3)
14.4 Strategic HRM, business ethics, CSR, and sustainability
294(10)
15 Strategic human resource management and change management
304(27)
15.1 Introduction
304(1)
15.2 Understanding change
305(2)
15.3 Models of planned change
307(4)
15.4 Emergent and processual change
311(1)
15.5 Human resource professionals and change management
312(3)
15.6 Managing personal transitions
315(3)
15.7 Communication during change
318(4)
15.8 Why does change often fail and what can be done?
322(9)
PART 4 New forms of strategic human resource management
16 New forms of strategic human resource management
331(16)
16.1 Introduction
331(1)
16.2 The future for SHRM
332(6)
16.3 The view of the professional association
338(3)
16.4 Other influences
341(6)
Glossary 347(6)
References 353(36)
Index 389
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