Strategic Human Resource Management

Strategic Human Resource Management : Theory and Practice

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Description

The Second Edition of this highly successful course reader provides a comprehensive, contemporary and critical review of the key issues in strategic human resource management. The book draws upon the work of some of the most influential and insightful writers on the subject of the strategic management of people in organizations. Through a series of carefully edited articles, students can explore current thinking on topics as diverse as performance, pay, process reengineering, structure, ethics, culture, change and leadership. This volume moves beyond strategic human resource management from the perspective of the policy setter. The book informs but also questions and, while recognising the legitimacy and importance of management perspectives, also captures the experience of workers on the receiving end of strategic initiatives. Students will be encouraged to consider core issues and difficult questions, such as: " How should employees respond to the missionary zeal of their employers? " How can we explain the increasing influence of gangmasters? " What are the effects of management training on the identities of managers? " Has strategic HRM been transformed from a model of commitment to one of exploitation? Strategic Human Resource Management has been designed to meet the needs of course teaching at advanced undergraduate and postgraduate levels. It is an invaluable text that will help define the complex agenda of human resource management, strategy and organisations for students.

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Product details

  • Hardback | 360 pages
  • 175 x 250 x 30mm | 748.44g
  • Sage Publications Ltd
  • London, United Kingdom
  • English
  • Revised
  • 2nd Revised edition
  • 1412919002
  • 9781412919005

About Graeme Salaman

Graeme Salaman is Professor of Organization Studies at the Open University Business School Jon Billsberry is a Lecturer in Organizational Behaviour and a member of the Centre for Human Resource and Change Management at the Open University Business School.

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Table of contents

Strategic Human Resource Management - Graeme Salaman, John Storey and Jon Billsberry Defining the Field PART ONE: HUMAN RESOURCE MANAGEMENT AND KNOWLEDGE Human Resources and the Resource Based View of the Firm - Patrick M Wright, Benjamin B Dunford, and Scott A Snell The Conduct of Management and the Management of Conduct - Paul du Gay, Graeme Salaman and Bronwen Rees Contemporary Managerial Discourse and the Constitution of the 'Competent' Manager Foucault, Power/Knowledge, and its Relevance for Human Resource Management - Barbara Townley The Cognitive Perspective on Strategic Decision-Making - Charles R Schwenk Achieving 'Fit': Managers' Theories of How to Manage Innovation - Graeme Salaman and John Storey PART TWO: HUMAN RESOURCE MANAGEMENT AND BUSINESS PERFORMANCE The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance - Mark A Huselid A Critical Assessment of the High-Performance Paradigm - John Godard Performance-related pay - John Storey and Keith Sisson PART THREE: THE EMERGENCE OF NEW ORGANISATIONAL FORMS AND RELATIONSHIPS New Organizational Forms and their Link with HR - John Storey Changing Organizational Forms and the Employment Relationship - Jill Rubery, Jill Earnshaw, Mick Marchington, Fang Lee Cooke and Steven Vincent Human Resource Management, Trade Unions and Industrial Relations - David E Guest Missionary Management - Madeleine Bunting PART FOUR: HUMAN RESOURCE MANAGEMENT IN PRACTICE Managing to be Ethical: Debunking Five Business Ethics Myths - Linda Klebe Trevino and Michael E Brown The Myth of Managing Change - George Binney and Colin Williams Performance Management Strategies - Greg Clark

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