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Strategic Human Resource Management


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Table of Contents

Brief Table of ContentsChapter 1 Strategy and Human Resource ManagementChapter 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 RealityChapter 13 - Diversity Management: concern for legislation, concern for strategy?Chapter 14 - Downsizing: proactive strategy or reactive workforce reduction?

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The most thoroughly integrated exploration of the link between corporate strategy and HR strategy in textbook format.

About the Author

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.

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