Description

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.

Features

• Coverage of the most important strategic models and both rational and emergent perspectives ensures comprehensive treatment.
• An initial framework is presented and helps students to analyse theories in later chapters.
• FT articles and longer case studies provide the links with practice that this subject particularly requires.
• The authors’ renowned accessible writing style and connection with their student audience ensures a definitively useful and rigorous guide to SHRM.
• A glossary of key terms helps with revision and thorough understanding of the relevant vocabulary.

Additional Support material

• For lecturers a guide offers chapter-by-chapter commentary and teaching suggestions, answers to all self check and reflect and case study questions, references and Powerpoint slides.
• For students there are annotated weblinks and self-assessment question material.

Table of Contents

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?

 

Back Cover

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.

 

Author

Adrian Thornhill, Phil Lewis and Mike Millmore all work in the HR department at University of Gloucestershire.  Mark Saunders is Professor of Research Methods in the Business School at Oxford Brookes University.