ISBN : 9780198705406
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.
Part 1: The context of SHRM; 1 The global context of SHRM; 2 The changing context for SHRM; 3 Strategic management and HRM; Part 2: Strategic HRM; 4 The strategic role of the HR function; 5 HR strategy; 6 The foundations of SHRM; 7 Resource-based and institutional perspectives on SHRM; 8 SHRM and performance; Part 3: Strategic imperatives; 9 SHRM and human resource development; 10 SHRM and talent management; 11 SHRM and employment relations; 12 SHRM and employee engagement; 13 Knowledge management and SHRM; 14 SHRM, business ethics, CSR, and sustainability; 15 SHRM and the management of change; Part 3: New forms of SHRM; 16 New forms of SHRM