Strategic Human Resource Management – contemporary issues
by Mike Millmore, Phil Lewis, Mark Saunders, Adrian Thornhill and Trevor Morrow
As people, knowledge and talent become increasingly core to an organisation’s competitive advantage, strategic approaches to the management of human resources become ever more important.
In this exciting and definitive new guide to managing human resources strategically, the authors have:
- Balanced the academic theory and rhetoric of SHRM with the practicalities of organisational life.
- Provided a holistic overview of the strategic HRM territory, explaining how key HR topics can be thought about strategically.
- Critically examined strategic practice in ten key HR disciplines and the complexities surrounding their strategic implementation.
- Offered comprehensive exploration of the concept of strategic integration and how this can be applied in practice to specific areas of HR activity.
- Promoted student understanding through the provision of numerous examples and case studies, key concept boxes, self-assessment questions, suggestions for follow-up study and a comprehensive glossary.
"An excellent text! The authors should be congratulated on their thorough coverage of the material and the interesting perspectives of the themes." - John Gould-Williams, Cardiff Business School
"This book offers a truly wide choice of case studies from different sectors and countries."- Chris Marshall, Principal Lecturer HRM University of Sunderland.
Mike Millmore is a Visiting Fellow at Gloucestershire Business School, University of Gloucestershire, and a freelance HRM lecturer and author.
Dr Philip Lewis is a freelance HRM lecturer and author.
Professor Mark Saunders is Assistant Dean: Director of Research and Doctoral Programmes at Oxford Brookes University Business School.
Dr Adrian Thornhill is Head of Department of Human Resource Management at the Gloucestershire Business School, University of Gloucestershire.
Dr Trevor Morrow is a lecturer in Business Studies at the University of Ulster’s School of International Business.
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Brief Table of Contents
Chapter 1 – Strategy and Human Resource Management
Chapter 2 - Strategic Human Resource Management (SHRM): a vital piece in the jigsaw of organisational success?
Chapter 3 – SHRM in a changing and shrinking world: internationalisation of business and the role of SHRM.
Chapter 4 - Evaluating Strategic Human Resource Management: why bother and does it really happen in practice?
Chapter 5 – The role of organisational structure in SRHM: the basis for effectiveness?
Chapter 6 - Relationships between Culture and Strategic Human Resource Management: do values have consequences?
Chapter 7 - Strategic Human Resource Planning – the weakest link?
Chapter 8 - Strategic Recruitment & Selection: much ado about nothing?
Chapter 9 - Performance Management: so much more than annual appraisal
Chapter 10 - Strategic Human Resource Development (SHRD): pot of gold or chasing rainbows?
Chapter 11 - Strategic Reward Management: Cinderella is on her way to the ball
Chapter 12 - Managing the Employment Relationship: Strategic Rhetoric and Operational Reality
Chapter 13 - Diversity Management: concern for legislation, concern for strategy?
Chapter 14 - Downsizing: proactive strategy or reactive workforce reduction?
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