Strategic human resource management: contemporary issues

Cover......Page 1
Strategic Human Resource Management......Page 2
Contents......Page 6
List of figures......Page 11
List of tables......Page 14
Preface......Page 16
Acknowledgements......Page 20
Guided Tour of the Book......Page 23
About the authors......Page 25
Part 1 Overview......Page 28
  Learning Outcomes......Page 30
  Introduction......Page 31
  Strategy and strategy making......Page 33
  Strategic management and its links to HRM......Page 42
  The resource-based view of the organisation and its links to HRM......Page 53
  Summary......Page 64
  Suggestions for research topics......Page 65
  Learning Outcomes......Page 66
  What is strategic human resource management? Major principles underpinning the concept......Page 67
  Main theoretical approaches to SHRM......Page 72
  The history and origins of SHRM......Page 89
  The contribution of SHRM to organisational performance......Page 94
  Summary......Page 104
  Suggestions for research topics......Page 105
  Learning Outcomes......Page 106
  Introduction......Page 107
  Background to the internationalisation of business......Page 108
  SIHRM: definition and analytical framework......Page 115
  SIHRM issues: functions, policies and practices......Page 124
  The capabilities needed to devise and implement SIHRM......Page 129
  The cultural perspective on SIHRM......Page 133
  Follow-up study suggestions......Page 142
  Suggestions for research topics......Page 143
  Learning Outcomes......Page 144
  Introduction......Page 145
  The nature of evaluation......Page 148
  The need to evaluate......Page 150
  Undertaking the evaluation......Page 158
  Clarity of purpose and evaluation strategies......Page 161
  Gathering primary data for analysis......Page 169
  Analysing and feeding back......Page 173
  Summary......Page 174
  Suggestions for research topics......Page 175
  Part 1 Case Study – Strategic human resource management at Halcrow Group Limited......Page 177
Part 2 Strategic Interventions......Page 184
  Learning Outcomes......Page 186
  Defining organisational structure......Page 187
  Organisational structure: linkages to strategy and SHRM......Page 189
  Classical universal approach to organisational structure......Page 198
  Contingency approach to organisational structure......Page 201
  Consistency approach to organisational structure......Page 205
  Principal forms of organisational structure and the effect on employees......Page 208
  Summarising the relationship between organisational structure and SHRM......Page 221
  Summary......Page 223
  Follow-up study suggestions......Page 224
  Case Study: DaimlerChrysler AG......Page 225
  Learning Outcomes......Page 229
  Introduction......Page 230
  Meanings of culture......Page 231
  Typologies of national cultures and their implications for managing human resources strategically......Page 233
  Frameworks for understanding organisational cultures......Page 242
  Typologies of organisational cultures and their implications for managing human resources strategically......Page 245
  Human resource strategies for managing organisational cultures......Page 250
  Summary......Page 259
  Suggestions for research topics......Page 260
  Case Study: Corporate culture and Group values at Dicom Group plc......Page 261
  Learning Outcomes......Page 263
  Introduction......Page 264
  What is strategic human resource planning?......Page 266
  Human resource planning: the vital connecting link?......Page 278
  The problematic nature of human resource planning practice......Page 283
  The HRP paradox: to plan or not to plan?......Page 290
  Forging the missing link......Page 292
  Follow-up study suggestions......Page 299
  Case Study: Human resource planning in mergers and acquisitions......Page 300
  Learning Outcomes......Page 303
  Introduction......Page 304
  What is the rationale for strategic recruitment and selection?......Page 305
  What is strategic recruitment and selection? Towards a conceptual framework and model of strategic recruitment and selection......Page 309
  How can strategic recruitment and selection be applied in practice?......Page 319
  How feasible is strategic recruitment and selection in a changing world? Confronting the challenge of change......Page 327
  How extensive is strategic recruitment and selection practice? A review of the evidence......Page 330
  What might account for the mismatch between the rhetoric and the reality of strategic recruitment and selection?......Page 336
  Follow-up study suggestions......Page 339
  Case Study: Recruitment and selection at Southco Europe Ltd......Page 340
  Learning Outcomes......Page 343
  Introduction......Page 344
  Performance management and SHRM......Page 348
  Reasons for growth in the importance of performance management......Page 357
  The performance management systems model and the key processes embedded in it......Page 359
  Performance management: built on shaky foundations?......Page 370
  Follow-up study suggestions......Page 373
  Case Study: Performance management at Tyco......Page 374
  Learning Outcomes......Page 377
  Introduction......Page 378
  Definitions and emerging themes......Page 381
  SHRD: a continuum of meanings and maturity......Page 383
  Systematic training approaches as a route to SHRD......Page 390
  Defining characteristics of SHRD......Page 396
  The learning organisation: the chicken and egg paradox of SHRD?......Page 398
  Knowledge management......Page 404
  Managers as SHRD stakeholders: linchpin or spanner in the works?......Page 411
  Summary......Page 416
  Suggestions for research topics......Page 417
  Case Study: INA......Page 418
  Learning Outcomes......Page 420
  Introduction......Page 421
  What is reward?......Page 422
  What is strategic reward management?......Page 426
  Factors in the external environment that have led to the increased interest in strategic reward management......Page 427
  The links between intra-organisational factors that impact upon strategic reward management and strategic reward management......Page 429
  Summary......Page 444
  Suggestions for research topics......Page 445
  Case Study: Developing a global reward strategy at Tibbett and Britten Group......Page 446
  Learning Outcomes......Page 449
  Introduction......Page 450
  Defining the employment relationship......Page 453
  Differing perspectives on the employment relationship......Page 456
  SHRM and employee relations......Page 461
  Involvement and participation: strategic concepts and practices......Page 471
  Follow-up study suggestions......Page 486
  Case Study: Strategic approaches to the employment relationship social partnership: the example of the Republic of Ireland......Page 487
  Learning Outcomes......Page 492
  Introduction......Page 493
  The concept of diversity management......Page 496
  Managing diversity and equal opportunities: separate or interdependent approaches?......Page 507
  The business case for diversity management......Page 509
  The need for a supportive culture and claimed benefits......Page 512
  Evidence of the strategic adoption of diversity management and implementation advice......Page 515
  Summary......Page 518
  Suggestions for research topics......Page 519
  Case Study: Making diversity an issue in leafy Elgarshire......Page 520
  Learning Outcomes......Page 524
  Introduction......Page 525
  Downsizing......Page 526
  The strategic implications of downsizing......Page 530
  Strategies for organisational downsizing......Page 531
  Implications arising from downsizing......Page 534
  Interventions to manage downsizing as a bottom-up process......Page 539
  Follow-up study suggestions......Page 545
  Case Study: The demise of MG Rover cars?......Page 546
Glossary......Page 549
References......Page 561
Index......Page 583