|Strategic Human Resource Management||
Strategic Human Resource Management
|90.30||approx. 7-9 days|
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.
Additional Support material
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?
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 organisations 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:
"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 Ulsters School of International Business.
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.