Strategic Human Resource Management: A Guide to Action

✍ Scribed by Michael Armstrong

• Publisher: Kogan Page
• Year: 2008
• Tongue: English
• Leaves: 257
• Edition: 4th
• Category: Library

✦ Synopsis

Strategic Human Resource Management provides practical guidance on putting complex HR strategies into practice. Presenting HRM strategies that have been formulated and developed by practitioners, academics and consultants, it demonstrates how these can be implemented in a real-world context and in line with business objectives to effect positive and productive change.

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Substantially updated, the fourth edition includes new material which reflects important developments in HR strategies, including: human capital management, corporate social responsibility, organization development, engagement and talent management. A new feature, the Strategic HR Toolkit, provides guidance on developing HR strategy through a strategic review.

✦ Table of Contents

Copyright
......Page 5
Table of contents
......Page 6
Introduction......Page 10
Part 1: The conceptual framework of strategic HRM......Page 12
HRM DEFINED......Page 14
HUMAN RESOURCE SYSTEMS......Page 17
AIMS OF HRM......Page 18
CHARACTERISTICS OF HRM......Page 21
RESERVATIONS ABOUT HRM......Page 26
2. The concept of strategy......Page 30
STRATEGY DEFINED......Page 31
THE CONCEPT OF STRATEGY......Page 32
THE FORMULATION OF STRATEGY......Page 37
STRATEGIC HRM DEFINED......Page 42
BASIS OF STRATEGIC HRM......Page 43
AIMS OF STRATEGIC HRM......Page 44
CONCEPTS OF STRATEGIC HRM......Page 46
PERSPECTIVES ON STRATEGIC HRM......Page 48
THE BEST-PRACTICE APPROACH......Page 49
THE BEST-FIT APPROACH......Page 51
BUNDLING......Page 55
THE REALITY OF STRATEGIC HRM......Page 57
PRACTICAL IMPLICATIONS OF STRATEGIC HRM THEORY......Page 58
Part 2: The practice of strategic HRM......Page 60
WHAT ARE HR STRATEGIES?......Page 62
OVERALL HR STRATEGIES......Page 63
SPECIFIC HR STRATEGIES......Page 68
CRITERIA FOR AN EFFECTIVE HR STRATEGY......Page 70
HOW SHOULD HR STRATEGIES BE DEVELOPED?......Page 71
DEVELOPING HR STRATEGIES......Page 75
IMPLEMENTING HR STRATEGIES......Page 79
THE STRATEGIC NATURE OF HR......Page 81
THE STRATEGIC PARTNER MODEL......Page 82
WHAT BEING STRATEGIC MEANS......Page 84
THE STRATEGIC ROLE OF HR DIRECTORS......Page 85
THE STRATEGIC ROLE OF HEADS OF HR FUNCTIONS......Page 86
THE STRATEGIC CONTRIBUTION OF HR ADVISERS OR ASSISTANTS......Page 87
HOW HR IMPACTS ON ORGANIZATIONAL PERFORMANCE......Page 88
HOW STRATEGIC HRM CONCEPTS IMPACT ON PRACTICE......Page 94
FORMULATING HR STRATEGY......Page 95
THE CONTENT OF HR STRATEGIES......Page 105
CORPORATE ISSUES......Page 107
ACHIEVING INTEGRATION......Page 110
WHAT ARE THE MOST CHARACTERISTIC FEATURES OF STRATEGIC HRM IN ACTION?......Page 113
Part 3: HR strategies......Page 114
8. Human capital management strategy......Page 116
THE LINK BETWEEN HCM AND BUSINESS STRATEGY......Page 117
DEVELOPING A HUMAN CAPITAL MANAGEMENT STRATEGY......Page 118
CONCLUSIONS: THE ROLE OF HUMAN CAPITAL MANAGEMENT STRATEGY......Page 123
9. High-performance strategy......Page 124
CHARACTERISTICS OF A HIGH-PERFORMANCE WORK SYSTEM......Page 125
IMPACT OF HIGH-PERFORMANCE WORK SYSTEMS......Page 126
DEVELOPING A HIGH-PERFORMANCE STRATEGY......Page 130
10. Corporate social responsibility strategy......Page 135
CSR ACTIVITIES......Page 136
THE RATIONALE FOR CSR......Page 137
DEVELOPING A CSR STRATEGY......Page 139
ORGANIZATION DEVELOPMENT DEFINED......Page 141
ASSUMPTIONS AND VALUES OF OD......Page 142
ACTIVITIES INCORPORATED IN THE OD STRATEGY......Page 143
STRATEGIES FOR ORGANIZATIONAL TRANSFORMATION......Page 145
ENGAGEMENT AND ORGANIZATIONAL COMMITMENT......Page 149
THE SIGNIFICANCE OF ENGAGEMENT......Page 150
WHAT IS AN ENGAGED EMPLOYEE?......Page 151
WHAT ARE THE FACTORS THAT INFLUENCE ENGAGEMENT?......Page 152
STRATEGIES FOR ENHANCING ENGAGEMENT......Page 154
MEASURING ENGAGEMENT......Page 157
THE PROCESS OF KNOWLEDGE MANAGEMENT......Page 158
SOURCES AND TYPES OF KNOWLEDGE......Page 159
STRATEGIC KNOWLEDGE MANAGEMENT ISSUES......Page 160
COMPONENTS OF A KNOWLEDGE MANAGEMENT STRATEGY......Page 162
THE OBJECTIVE OF EMPLOYEE RESOURCING STRATEGY......Page 163
INTEGRATING BUSINESS AND RESOURCING STRATEGIES......Page 164
THE COMPONENTS OF EMPLOYEE RESOURCING STRATEGY......Page 165
HUMAN RESOURCE PLANNING......Page 166
EMPLOYEE VALUE PROPOSITION......Page 169
RESOURCING PLANS......Page 170
RETENTION STRATEGY......Page 172
FLEXIBILITY STRATEGY......Page 176
TALENT MANAGEMENT DEFINED......Page 177
THE PROCESS OF TALENT MANAGEMENT......Page 179
DEVELOPING A TALENT MANAGEMENT STRATEGY......Page 182
STRATEGIC HUMAN RESOURCE DEVELOPMENT (SHRD)......Page 184
ORGANIZATIONAL LEARNING STRATEGIES......Page 187
LEARNING ORGANIZATION STRATEGY......Page 189
INDIVIDUAL LEARNING STRATEGIES......Page 190
WHY HAVE A REWARD STRATEGY?......Page 192
THE STRUCTURE OF REWARD STRATEGY......Page 193
THE CONTENT OF REWARD STRATEGY......Page 194
GUIDING PRINCIPLES......Page 197
DEVELOPING REWARD STRATEGY......Page 198
EFFECTIVE REWARD STRATEGIES......Page 200
REWARD STRATEGY AND LINE MANAGEMENT CAPABILITY......Page 201
EMPLOYEE RELATIONS STRATEGY DEFINED......Page 202
STRATEGIC DIRECTIONS......Page 203
THE HRM APPROACH TO EMPLOYEE RELATIONS......Page 204
FORMULATING EMPLOYEE RELATIONS STRATEGIES......Page 206
PARTNERSHIP AGREEMENTS......Page 207
EMPLOYEE VOICE STRATEGIES......Page 209
Part 4: The strategic HR toolkit......Page 212
19. Strategic human resource management toolkit......Page 214
References......Page 235
Subject index......Page 250
Author index......Page 255

✦ Subjects

Менеджмент;Управление персоналом;