Strategic human resource management
by
 
Truss, Catherine.

Title
: 
Strategic human resource management

Author
: 
Truss, Catherine.

ISBN
: 
9780199583065

Personal Author
: 
Truss, Catherine.

Publication Information
: 
Oxford ; New York : Oxford University Press, 2012.

Physical Description
: 
xxiii, 357 pages : illustrations ; 25 cm

Contents
: 
Contents note continued: 4.3. Typologies of HR functional roles -- 4.3.1. Legge's (1978) HR innovator model -- 4.3.2. Tyson and Fell's (1986) building site model -- 4.3.3. Storey's (1992) strategic/tactical model -- 4.3.4. Ulrich's (1997a) `HR Champion' model -- 4.3.5. Ulrich and Brockbank's (2005a) updated model -- 4.3.6. Caldwell's (2001) change matrix -- 4.3.7. Summary and implications -- 4.4. HR roles: tensions and ambiguities -- 4.5. Structuring the HR department -- 4.5.1. Structural choices -- 4.5.2. Outsourcing and shared service centres -- Conclusion -- 5. The foundations of SHRM -- 5.1. Introduction -- 5.2. The development of SHRM -- 5.3. What is SHRM? -- 5.4. Universalist approaches to SHRM -- 5.4.1. Best-practice approaches -- 5.4.2. Configurational approaches -- 5.4.3. Critiques of the universalist approach -- 5.5. Contingency approaches to SHRM -- 5.5.1. Critiques of the contingency approach -- Conclusion -- 6. Resource-based and institutional perspectives on SHRM -- 6.1. Introduction.
 
Contents note continued: 6.2. Origins of the RBV of the firm -- 6.2.1. Definitions within the RBV -- 6.3. Application of the RBV to SHRM -- 6.3.1. Human capital advantage -- 6.3.2. Advantage through core competencies and capabilities -- 6.3.3. Social capital advantage -- 6.3.4. Human process advantage -- 6.3.5. Human systems advantage -- 6.3.6. Summary -- 6.4. Critiques of the RBV -- 6.5. Extending the RBV -- 6.5.1. New institutionalist perspectives -- 6.5.2. Resource dependency approaches -- 6.5.3. The complex RBV -- Conclusion -- 7. HR strategy -- 7.1. Introduction -- 7.2. What is an HR strategy? -- 7.3. HR strategy: content issues -- 7.4. HR strategy: process issues -- 7.5. HR strategy: implementation issues -- 7.5.1. The role of line managers -- Conclusion -- 8. SHRM and performance -- 8.1. Introduction -- 8.2. Findings of research on the impact of SHRM on performance -- 8.2.1. Huselid (1995) -- 8.2.2. West et al (2002) -- 8.2.3. Purcell et al (2003) -- 8.2.4. Gooderham et al (2008).
 
Contents note continued: 8.2.5. Nishii et al (2008) -- 8.2.6. Collins and Smith (2006) -- 8.2.7. Boselie et al (2003) -- 8.3. Evaluation of HRM-performance research -- 8.4. The practicalities of measuring SHRM outcomes -- 8.4.1. HR data -- 8.4.2. Boudreau and Ramstad's (2007) LAMP model -- 8.4.3. The HR Balanced Scorecard -- 8.4.4. Issues in HR measurement -- Conclusion -- pt. 3 Strategic imperatives -- 9. SHRM and human resource development -- 9.1. Introduction -- 9.2. The theory and practice of HRD: formal and informal learning -- 9.3. The theory and practice of HRD: career development and organization development -- 9.4. Strategic options for HRD -- 9.4.1. Learning as socialization -- 9.4.2. Devolved informal learning -- 9.4.3. Empowered informal learning -- 9.4.4. Engineering of learning -- Conclusion -- 10. SHRM and talent management -- 10.1. Introduction -- 10.2. The strategic dimension of talent management -- 10.3. The role of HR and SHRM.
 
Contents note continued: 10.4. Evaluating the effectiveness of talent management -- Conclusion -- 11. SHRM and employment relations -- 11.1. Introduction -- 11.2. Employment relations -- 11.2.1. Perspectives on the employment relationship -- 11.3. Choice in managing employment relations -- 11.4. Legal regulation -- 11.5. Employee voice -- 11.5.1. Implementing employee voice -- Conclusion -- 12. Employee engagement -- 12.1. Introduction -- 12.2. What is employee engagement? -- 12.3.Comparing employee engagement with other constructs -- 12.4. The outcomes and consequences of engagement -- 12.5. The drivers or antecedents of engagement -- 12.5.1. Individual-level variables -- 12.5.2. Job-related variables -- 12.5.3. Line manager behaviour -- 12.5.4. Employer/organizational factors -- 12.6. Implications for HR professionals -- Conclusion -- 13. Knowledge management and SHRM -- 13.1. Introduction -- 13.2. Knowledge -- 13.3. Knowledge management -- 13.4. Knowledge sharing -- 13.5. SHRM and KM -- Conclusion.
 
Contents note continued: 14. SHRM and corporate social responsibility -- 14.1. Introduction -- 14.2. Global trends -- 14.3. Business ethics -- 14.4. Corporate social responsibility -- 14.5. SHRM and CSR -- Conclusion -- 15. SHRM and the management of change -- 15.1. Introduction -- 15.2. Understanding change -- 15.3. Models of planned change -- 15.3.1. Best-practice models -- 15.3.2. Analytical models -- 15.4. Emergent and processual change -- 15.5. HR professionals and change management -- 15.5.1. HR's dilemmas -- 15.6. Managing personal transitions -- 15.6.1. Resistance to change -- 15.7.Communication during change -- 15.8. Why does change often fail? -- Conclusion -- pt. 4 New forms of SHRM -- 16. New forms of SHRM -- 16.1. Introduction -- 16.2. The future for SHRM -- 16.2.1. Scenario 1--corporate is king -- 16.2.2. Scenario 2--the green world -- 16.2.3. Scenario 3--small is beautiful -- 16.3. The professional association (CIPD) view -- 16.3.1. Future-proofing organizations.
 
Contents note continued: 16.3.2. An insight-driven approach to HR -- 16.3.3. Becoming partners and provocateurs -- 16.4. Other influences -- 16.4.1. Regional and national policy -- 16.4.2. International strategies -- 16.4.3. Outsourcing the HR function -- 16.4.4. Private equity finance -- Conclusion.

Abstract
: 
What makes a good HR strategy and how does one develop it? These are just two of the fundamental issues tackled by Strategic Human Resource Management, an innovative new text ideal for undergraduate and graduate courses in Strategic Human Resources Management (SHRM). Drawing from the latest academic research and industry insights, authors Catherine Truss, David Mankin, and Clare Kelliher provide students with a comprehensive guide to the theory and practice of managing people strategically. Written in an exceptionally clear style, Strategic Human Resource Management adopts a user-friendly structure composed of four key parts. Part One looks at the concept of SHRM and the relevance of environmental factors; Part Two examines theories and the link between performance, the role of the HR department, and HR strategy; Part Three considers the overarching themes within SHRM, including employee engagement, corporate social responsibility, change management, knowledge management, and talent management; and Part Four identifies new forms of SHRM and key future trends in the field.

Subject Term
: 
Personnel management -- Textbooks.
 
Strategic planning -- Textbooks.
 
Personnel management. (OCoLC)fst01058797
 
Strategic planning. (OCoLC)fst01134371

Genre
: 
Textbooks. (OCoLC)fst01423863

Added Author
: 
Mankin, David, 1955-
 
Kelliher, Clare, 1962-

Electronic Access
: 
Table of contents http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=024755444&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
 
Table of contents http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=024755444&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA


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