BOOK
Strategic Human Resource Management
Mark Saunders | Mike Millmore | Philip Lewis | Adrian Thornhill | Trevor Morrow
(2007)
Additional Information
Book Details
Abstract
This key textbook will become core reading for students studying a module on Human Resource Strategy at upper level Uundergraduate, MBA and Masters level. The author team have proved successful with students and academics alike with their market leading Research Methods for Business Students and, more recently, Employee Relations.
As people and their capabilities are core to an organisations’ competitive advantage, the planning and implementing of strategies including the human resource becomes a focus of all managers in a business. This new text successfully integrates HR strategy with the overall business strategy, examining both how the HR function contributes to, and is affected by that strategy.
A true teaching and learning resource, the book combines cutting edge coverage of issues such as performance management and measurement, strategic reward systems, the learning organisation and managing knowledge for strategic advantage, with a wealth of examples, self-assessment exercises and encouragement to critique.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Strategic Human Resource Management | i | ||
| Contents | v | ||
| List of figures | x | ||
| List of tables | xiii | ||
| Preface | xv | ||
| Acknowledgements | xix | ||
| Guided Tour of the Book | xxii | ||
| About the authors | xxiv | ||
| Part 1 Overview | 1 | ||
| Strategy and human resource management | 3 | ||
| Learning Outcomes | 3 | ||
| Introduction | 4 | ||
| Strategy and strategy making | 6 | ||
| Strategic management and its links to HRM | 15 | ||
| The resource-based view of the organisation and its links to HRM | 26 | ||
| Summary | 37 | ||
| Follow-up study suggestions | 38 | ||
| Suggestions for research topics | 38 | ||
| Strategic human resource management: a vital piece in the jigsaw of organisational success? | 39 | ||
| Learning Outcomes | 39 | ||
| Introduction | 40 | ||
| What is strategic human resource management? Major principles underpinning the concept | 40 | ||
| Main theoretical approaches to SHRM | 45 | ||
| The history and origins of SHRM | 62 | ||
| The contribution of SHRM to organisational performance | 67 | ||
| Summary | 77 | ||
| Follow-up study suggestions | 78 | ||
| Suggestions for research topics | 78 | ||
| SHRM in a changing and shrinking world: internationalisation of business and the role of SHRM | 79 | ||
| Learning Outcomes | 79 | ||
| Introduction | 80 | ||
| Background to the internationalisation of business | 81 | ||
| SIHRM: definition and analytical framework | 88 | ||
| SIHRM issues: functions, policies and practices | 97 | ||
| The capabilities needed to devise and implement SIHRM | 102 | ||
| The cultural perspective on SIHRM | 106 | ||
| Summary | 115 | ||
| Follow-up study suggestions | 115 | ||
| Suggestions for research topics | 116 | ||
| Evaluating SHRM: why bother and does it really happen in practice? With Denise Skinner | 117 | ||
| Learning Outcomes | 117 | ||
| Introduction | 118 | ||
| The nature of evaluation | 121 | ||
| The need to evaluate | 123 | ||
| Undertaking the evaluation | 131 | ||
| Clarity of purpose and evaluation strategies | 134 | ||
| Gathering primary data for analysis | 142 | ||
| Analysing and feeding back | 146 | ||
| Summary | 147 | ||
| Follow-up study suggestions | 148 | ||
| Suggestions for research topics | 148 | ||
| Part 1 Case Study – Strategic human resource management at Halcrow Group Limited | 150 | ||
| Part 2 Strategic Interventions | 157 | ||
| The role of organisational structure in SHRM: the basis for effectiveness? | 159 | ||
| Learning Outcomes | 159 | ||
| Introduction | 160 | ||
| Defining organisational structure | 160 | ||
| Organisational structure: linkages to strategy and SHRM | 162 | ||
| Conceptual approaches to the design of organisational structures for strategic effectiveness | 171 | ||
| Classical universal approach to organisational structure | 171 | ||
| Contingency approach to organisational structure | 174 | ||
| Consistency approach to organisational structure | 178 | ||
| Principal forms of organisational structure and the effect on employees | 181 | ||
| Summarising the relationship between organisational structure and SHRM | 194 | ||
| Summary | 196 | ||
| Follow-up study suggestions | 197 | ||
| Suggestions for research topics | 198 | ||
| Case Study: DaimlerChrysler AG | 198 | ||
| Relationships between culture and SHRM: do values have consequences? | 202 | ||
| Learning Outcomes | 202 | ||
| Introduction | 203 | ||
| Meanings of culture | 204 | ||
| Typologies of national cultures and their implications for managing human resources strategically | 206 | ||
| Frameworks for understanding organisational cultures | 215 | ||
| Typologies of organisational cultures and their implications for managing human resources strategically | 218 | ||
| Human resource strategies for managing organisational cultures | 223 | ||
| Summary | 232 | ||
| Follow-up study suggestions | 233 | ||
| Suggestions for research topics | 233 | ||
| Case Study: Corporate culture and Group values at Dicom Group plc | 234 | ||
| Strategic human resource planning: the weakest link? | 236 | ||
| Learning Outcomes | 236 | ||
| Introduction | 237 | ||
| What is strategic human resource planning? | 239 | ||
| Human resource planning: the vital connecting link? | 251 | ||
| The problematic nature of human resource planning practice | 256 | ||
| The HRP paradox: to plan or not to plan? | 263 | ||
| Forging the missing link | 265 | ||
| Summary | 272 | ||
| Follow-up study suggestions | 272 | ||
| Suggestions for research topics | 273 | ||
| Case Study: Human resource planning in mergers and acquisitions | 273 | ||
| Strategic recruitment and selection: Much ado about nothing? | 276 | ||
| Learning Outcomes | 276 | ||
| Introduction | 277 | ||
| What is the rationale for strategic recruitment and selection? | 278 | ||
| What is strategic recruitment and selection? Towards a conceptual framework and model of strategic recruitment and selection | 282 | ||
| How can strategic recruitment and selection be applied in practice? | 292 | ||
| How feasible is strategic recruitment and selection in a changing world? Confronting the challenge of change | 300 | ||
| How extensive is strategic recruitment and selection practice? A review of the evidence | 303 | ||
| What might account for the mismatch between the rhetoric and the reality of strategic recruitment and selection? | 309 | ||
| Summary | 312 | ||
| Follow-up study suggestions | 312 | ||
| Suggestions for research topics | 313 | ||
| Case Study: Recruitment and selection at Southco Europe Ltd | 313 | ||
| Performance management: so much more than annual appraisal | 316 | ||
| Learning Outcomes | 316 | ||
| Introduction | 317 | ||
| Performance management and SHRM | 321 | ||
| Reasons for growth in the importance of performance management | 330 | ||
| The performance management systems model and the key processes embedded in it | 332 | ||
| Performance management: built on shaky foundations? | 343 | ||
| Summary | 346 | ||
| Follow-up study suggestions | 346 | ||
| Suggestions for research topics | 347 | ||
| Case Study: Performance management at Tyco | 347 | ||
| Strategic human resource development: pot of gold or chasing rainbows? | 350 | ||
| Learning Outcomes | 350 | ||
| Introduction | 351 | ||
| Definitions and emerging themes | 354 | ||
| SHRD: a continuum of meanings and maturity | 356 | ||
| Systematic training approaches as a route to SHRD | 363 | ||
| Defining characteristics of SHRD | 369 | ||
| The learning organisation: the chicken and egg paradox of SHRD? | 371 | ||
| Knowledge management | 377 | ||
| Managers as SHRD stakeholders: linchpin or spanner in the works? | 384 | ||
| Summary | 389 | ||
| Follow-up study suggestions | 390 | ||
| Suggestions for research topics | 390 | ||
| Case Study: INA | 391 | ||
| Strategic reward management: Cinderella is on her way to the ball | 393 | ||
| Learning Outcomes | 393 | ||
| Introduction | 394 | ||
| What is reward? | 395 | ||
| What is strategic reward management? | 399 | ||
| Factors in the external environment that have led to the increased interest in strategic reward management | 400 | ||
| The links between intra-organisational factors that impact upon strategic reward management and strategic reward management | 402 | ||
| Summary | 417 | ||
| Follow-up study suggestions | 418 | ||
| Suggestions for research topics | 418 | ||
| Case Study: Developing a global reward strategy at Tibbett and Britten Group | 419 | ||
| Managing the employment relationship: strategic rhetoric and operational reality | 422 | ||
| Learning Outcomes | 422 | ||
| Introduction | 423 | ||
| Defining the employment relationship | 426 | ||
| Differing perspectives on the employment relationship | 429 | ||
| SHRM and employee relations | 434 | ||
| Involvement and participation: strategic concepts and practices | 444 | ||
| Summary | 459 | ||
| Follow-up study suggestions | 459 | ||
| Suggestions for research topics | 460 | ||
| Case Study: Strategic approaches to the employment relationship social partnership: the example of the Republic of Ireland | 460 | ||
| Diversity management: concern for legislation or concern for strategy? With Savita Kumra | 465 | ||
| Learning Outcomes | 465 | ||
| Introduction | 466 | ||
| The concept of diversity management | 469 | ||
| Managing diversity and equal opportunities: separate or interdependent approaches? | 480 | ||
| The business case for diversity management | 482 | ||
| The need for a supportive culture and claimed benefits | 485 | ||
| Evidence of the strategic adoption of diversity management and implementation advice | 488 | ||
| Summary | 491 | ||
| Follow-up study suggestions | 492 | ||
| Suggestions for research topics | 492 | ||
| Case Study: Making diversity an issue in leafy Elgarshire | 493 | ||
| Downsizing: proactive strategy or reactive workforce reduction? | 497 | ||
| Learning Outcomes | 497 | ||
| Introduction | 498 | ||
| Downsizing | 499 | ||
| The strategic implications of downsizing | 503 | ||
| Strategies for organisational downsizing | 504 | ||
| Implications arising from downsizing | 507 | ||
| Interventions to manage downsizing as a bottom-up process | 512 | ||
| Summary | 518 | ||
| Follow-up study suggestions | 518 | ||
| Suggestions for research topics | 519 | ||
| Case Study: The demise of MG Rover cars? | 519 | ||
| Glossary | 522 | ||
| References | 534 | ||
| Index | 556 |