Strategy and human resource management

Table of Contents: Part I: Foundations 1. Human resource management: what and why? 2. Strategy and strategic management Part II: General Principles 3. Strategic HRM: 'best fit' or 'best practice'? 4. Strategic HRM and sustained competitive advantage 5. Building a workforce: the challenge of interest alignment 6. Employee voice, social legitimacy and strategic negotiations 7. Workforce performance and the 'black box' of HRM Part III: Specific contexts 8. HR strategy in manufacturing 9. HR strategy in services 10. HR strategy in multidivisional firms 11. HR strategy in multinational firms 12. Reviewing and enhancing HR strategy

This book examines how HR strategy influences an organization's chances of survival and relative performance, as well as how it differs across significant organisational, industry, and social contexts. It takes an analytical approach, examining and explaining what managers do and why they do it before recommending what the authors believe they ought to do. This technique is based on research, but it is brought to life with examples, scenarios, and vignettes to provide a practice-oriented understanding of the topic. In addition to elucidating the general principles of strategic human resource management, this text examines crucial aspects of their application in various circumstances.  This book includes the classic sources that are crucial to the discipline, while also incorporating significant theoretical developments and the most recent investigations of strategies in the world of work and people.