Fundamental changes have recently occurred in the business environment. Borderless economies now exist and no business organization can afford to ignore the international dimension. A strategically managed human resource within a company is a key part of making businesses successful, and this foundation textbook analyzes the current theories on both sides of the Atlantic. It recognises Human Resource Management (HRM) as central to corporate strategy, rather than hived off into a separate personnel "ghetto". Divided into four parts, the book covers: the foundations of strategic HRM; HR planning and HR strategy; strategic selection; and strategic employee relations. The authors have also selected case studies relevant to the topics discussed in the preceeding sections which should help students assimilate the essential points concerning strategic HRM. This book aims to advance understanding of the evolution that is taking place from personnel management to strategic HRM, and is designed around current courses in HRM and strategy.
Table of Contents
PART 1: THEORETICAL PERSPECTIVES 1. The Concept of Strategy 2. The Emergence of Strategic Human Resource Management PART 2: THE FOUNDATIONS FOR STRATEGIC HUMAN RESOURCE MANAGEMENT 3. Strategic Management 4. Strategic Structures 5. Culture, Strategy and Change 6. Human Resource Planning and Human Resource Strategy PART 3: STRATEGIC HUMAN RESOURCE INTEGRATION 7. Strategic Selection 8. Strategic Training and Development 9. The Strategic Management of Motivation and Rewards 10. Strategic Employee Relations PART 4: ASPECTS OF STRATEGIC HUMAN RESOURCE MANAGEMENT IN ACTION 1. Restructuring at British Telecoms plc 2. Restructuring at Carrington Plant, Shell Chemicals UK (SCUK) 3. Asea Brown Boveri (ABB) 4. Restructuring at Cheshire and Liverpool 5. British Airways: Organizational Turn-Around and Culture Change 6. Rover: Change on a OBrown-Field' Site 7. Komatsu: Culture and Change on a OGreen-Field' Site Using Japanese Methods 8. Human Resource Planning at ICL 9. Strategic Selection at Nissan 10. Organizational Learning at Hitachi-Seiki 11. Performance Management and Strategic Change at ICI Pharmaceuticals 12. Moving From Control to Consent at Ford Index