Armstrong's Handbook of Strategic Human Resource Management: Improve Business Performance Through Strategic People Management

Cover
Contents
Introduction
PART ONE Strategic human resource management (SHRM)
	01 The essence of strategic human resource management
		Strategic human resource management described
		Aims of SHRM
		The process of SHRM
		The components of SHRM
		SHRM and HR strategy
		Practical implications
		References
	02 The evolution of SHRM
		Beginnings – the focus on vertical integration or fit
		Recognizing the importance of horizontal as well as vertical fit
		‘Best fit’ or ‘best practice’?
		Development of a conceptual framework for SHRM
		Focus on implementation
		Practical implications
		References
	03 The context of SHRM
		The nature and significance of context
		Responses to contextual issues
		Preparing for unexpected disruptions
		Practical implications
		References
	04 Human resource management
		Human resource management defined
		The HR architecture
		The HR system
		Practical implications
		References
	05 Strategic management
		Strategic management defined
		Strategic management and strategic HRM
		The meaning of strategy
		Practical implications
		References
	06 Strategic alignment
		The nature of strategic alignment
		Vertical integration
		Horizontal integration
		Perspectives on strategic alignment
		Best fit or best practice?
		Practical implications
		References
	07 The resource-based view
		The resource-based view defined
		Antecedents and development of the resource-based view
		Criticisms of the resource-based view
		What resource-based SHRM can offer
		Practical implications
		References
	08 Ability, motivation and opportunity (AMO)
		AMO defined
		AMO and SHRM
		The antecedents and development of AMO
		Application of AMO
		Practical implications
		References
PART TWO The nature, development and implementation of HR strategy
	09 HR strategy
		The nature of HR strategy
		Approaches to HR strategy
		Broad statements of strategic intent
		Overall HR strategy
		Specific HR strategies
		Practical implications
		References
	10 Developing HR strategy
		The nature of HR strategy development
		Principles of HR strategy development
		Considerations affecting HR strategy development
		HR strategy development programmes
		Stage 1 – analysis
		Stage 2 – diagnosis
		Stage 3 – formulation
		Stage 4 – implementation
		Recommendations by practitioners
		Examples of HR strategy development
		Practical implications
		References
	11 Implementing HR strategy
		Embedding HR strategy
		The problem of implementation: the say–do gap
		The approach to implementation
		The role of line managers in implementing HR strategy
		Practical implications
		References
	12 The strategic role of the HR function
		The strategic role of HR
		The partnership role of HR professionals
		The strategic business partner model
		The role of HR in managing change
		The strategic role of HR professionals
		Practical implications
		References
PART THREE Overall HR strategies
	13 The employee experience
		The meaning of the employee experience
		The stages of the employee experience
		Developing an employee experience strategy
		The employer brand and the employee value proposition
		Enhancing employee engagement
		Practical implications
		References
	14 Organization development
		Organization development defined
		Organization development strategy
		Formulating and implementing organization development strategy
		Culture change
		Practical implications
		References
	15 Organizational performance
		The nature of organizational performance
		The role of HR in managing organizational performance
		The impact of HRM on organizational performance
		The process of managing organizational performance
		The strategic approach to managing organizational performance
		Implementing strategic organizationalperformance management
		Developing a high-performance culture
		Practical implications
		References
	16 Individual performance
		Performance defined
		The factors affecting individual performance
		Components of an individual performance strategy
		Performance management systems
		Performance leadership
		Skills development
		Performance pay
		Work systems
		Practical implications
		References
	17 Human capital management
		Characteristics of HCM
		Aims of HCM
		The role of HCM strategy
		The link between HCM and business strategy
		Developing an HCM strategy
		Practical implications
		References
	18 Knowledge management
		The process of knowledge management
		Sources and types of knowledge
		Components of a knowledge management strategy
		Strategic knowledge management issues
		Practical implications
		References
	19 Corporate social responsibility
		Corporate social responsibility defined
		The rationale for CSR
		The role of strategic CSR
		CSR activities
		Developing a CSR strategy
		Role of the HR function in CSR
		Practical implications
		References
	20 ESG strategy
		The ESG framework
		The significance of ESG
		ESG reporting
		Developing an ESG strategy
		Responsibility for ESG
		Practical implications
		References
PART FOUR Specific HR strategies
	21 Resourcing
		The rationale for strategic resourcing
		The strategic HRM approach to resourcing
		Integrating business and resourcing strategies
		Bundling resourcing strategies and activities
		The components of employee resourcing strategy
		Resourcing plans
		Retention strategy
		Flexibility strategy
		Practical implications
		References
	22 Talent management
		Talent management defined
		The meaning of talent
		Talent management and HRM: what’s the difference?
		Talent management and management succession planning
		Talent on demand
		Talent management strategy
		The talent management system
		Practical implications
		References
	23 Learning and development
		Learning and development strategy
		Strategy for creating a learning culture
		Organizational learning strategy
		Individual learning strategy
		Formulating L&D strategy
		Practical implications
		References
	24 Reward
		Reward management defined
		Reward strategy defined
		Practical implications
		Reference
	25 Employment relationships
		The nature of the employment relationship
		The nature of the employment relations strategy
		A strategy for creating a constructive and positive employment relations climate
		A strategy for achieving mutual gains
		A strategy for building trust
		Trade union recognition strategy
		Practical implications
		References
	26 Equality, diversity and inclusion
		The meaning of equality, diversity and inclusion
		Equality strategy
		Diversity and inclusion strategy
		Practical implications
		References
	27 Employee wellbeing
		The case for wellbeing
		Factors affecting wellbeing
		Features of an employee wellbeing strategy
		Practical implications
		References
	28 Digital HRM
		Digital HRM defined
		Digital HRM strategy
		Applications of digital HRM
		Digital transformation
		Artificial intelligence (AI)
		Practical implications
		References
	29 International HRM
		The basis of international HRM strategy
		Resourcing strategy
		International talent management
		International performance management
		International reward management
		Managing expatriates
		Practical implications
		References
Conclusions
Author index
Subject index