Armstrong's handbook of strategic human resource management

Contents......Page 5
Introduction......Page 10
PART ONE The conceptual framework of strategic HRM......Page 13
01 The concept of HRM......Page 15
HRM defined......Page 16
The philosophy of human resource management......Page 17
Underpinning theories of HRM......Page 18
Characteristics of HRM......Page 23
The diversity of HRM......Page 24
The ethical dimension......Page 25
Critical evaluation of the concept of HRM......Page 26
How HRM is delivered......Page 27
The context of HRM......Page 30
References......Page 33
02 The concept of strategy......Page 36
Development of the concept of strategy......Page 37
Strategy defined......Page 38
The nature of strategy......Page 39
The formulation of strategy......Page 46
Implementation of strategy......Page 49
The reality of strategy......Page 51
References......Page 54
03 The concept of strategic human resource management......Page 57
SHRM defined......Page 58
The nature of SHRM......Page 59
Strategic fit......Page 61
The resource-based view of strategic HRM......Page 63
Perspectives on strategic HRM......Page 64
The best practice approach......Page 65
The best fit approach......Page 67
Bundling......Page 70
The reality of strategic HRM......Page 72
References......Page 74
PART TWO The practice of strategic HRM......Page 79
Introduction......Page 81
The strategic role of HR practitioners......Page 82
The strategic business partner model......Page 83
The strategic role of HR directors......Page 84
The strategic role of heads of HR functions......Page 85
The strategic role of HR business partners......Page 86
The strategic contribution of HR advisors or assistants......Page 87
References......Page 88
Introduction......Page 89
Research on the link between HR activities and performance......Page 90
How strategic HRM makes an impact......Page 95
How strategic HRM concepts impact on practice......Page 97
References......Page 101
Introduction......Page 103
Formulating HR strategy......Page 104
Corporate issues......Page 113
Achieving integration......Page 117
References......Page 119
Introduction......Page 120
Strategic international human resource management defined......Page 121
International SHRM strategic issues......Page 122
Approaches to strategic international HRM......Page 126
References......Page 129
PART THREE HR strategies......Page 131
Introduction......Page 133
What is the purpose of HR strategies?......Page 134
Types of HR strategies......Page 135
Evaluating HR strategy......Page 142
Developing HR strategies......Page 143
Setting out the strategy......Page 148
Implementing HR strategies......Page 149
References......Page 153
Introduction......Page 155
Business models defined......Page 156
Development of the concept......Page 157
Rationale for business model innovation......Page 158
Business model innovation and strategy......Page 159
Business model analysis and design......Page 160
The role of HR in business model innovation......Page 161
References......Page 164
Introduction......Page 165
High performance work system defined......Page 166
Components of a HPWS......Page 167
Impact of high performance work systems......Page 168
Developing a high performance strategy......Page 172
References......Page 177
Introduction......Page 179
Aims of human capital management......Page 180
The role of human capital management strategy......Page 181
The link between HCM and business strategy......Page 182
Developing a human capital management strategy......Page 185
References......Page 190
Introduction......Page 191
The rationale for CSR......Page 192
Strategic CSR defined......Page 193
CSR activities......Page 194
Role of HR......Page 195
Developing a CSR strategy......Page 196
References......Page 199
Introduction......Page 200
The story of organization development......Page 202
Organization development strategy......Page 206
References......Page 208
Introduction......Page 210
How important is engagement?......Page 211
What are the factors that influence employee engagement?......Page 213
Strategies for enhancing engagement......Page 216
References......Page 220
Introduction......Page 222
Sources and types of knowledge......Page 223
Approaches to the development of knowledge management strategies......Page 224
Strategic knowledge management issues......Page 225
Components of a knowledge management strategy......Page 226
References......Page 228
Introduction......Page 229
The strategic HRM approach to resourcing......Page 230
Bundling resourcing strategies and activities......Page 231
Workforce planning......Page 232
Employee value proposition......Page 235
Resourcing plans......Page 237
Retention strategy......Page 239
Flexibility strategy......Page 243
References......Page 244
Introduction......Page 246
Talent management defined......Page 247
What is talent?......Page 248
The process of talent management......Page 250
Developing a talent management strategy......Page 253
References......Page 256
Introduction......Page 257
Human resource development philosophy......Page 258
Elements of human resource development......Page 259
Organizational learning strategies......Page 260
Learning organization strategy......Page 262
Individual learning strategies......Page 263
References......Page 265
Introduction......Page 266
Why have a reward strategy?......Page 267
The basis of reward strategy......Page 268
The content of reward strategy......Page 272
Guiding principles......Page 273
Effective reward strategies......Page 274
Reward strategy and line management capability......Page 276
The problem with the concept of reward strategy......Page 277
References......Page 280
Introduction......Page 281
Employee relations strategy defined......Page 282
Strategic directions......Page 283
Partnership agreements......Page 284
Employee voice strategies......Page 285
References......Page 287
PART FOUR The strategic HRM toolkit......Page 289
AUTHOR INDEX......Page 315
SUBJECT INDEX......Page 318