Strategic Human Resource Management 3rd Edition An International Perspective

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About the Contributors
Preface
Online Resources
Part 1 The Organization, the Organizational Context and Strategy
1 An Introduction to the Organization, its Environment and Human Resource Management
Chapter overview
Learning objectives
Introduction
The concept of organization
What is HR?
The strategy, structure and culture debate
The environment
Linking HR to organizational strategy
Globalization and internationalization
Conclusion
Further reading
2 Human Resource Management through a Strategic Perspective
Chapter overview
Learning objectives
Introduction: Strategy in the twenty-first century
Corporate strategy and business-level strategy
The core areas of corporate strategy
The importance of HRM in strategy
Focus on strategic human resource management
Emergent corporate strategy
Emergent business strategy
Conclusion
Further reading
3 Concepts, Practices and Trends in SHRM
Chapter overview
Learning objectives
Introduction
The rise of strategic HRM
HR strategy in practice
Conclusion
Further reading
4 The Added Value Debate
Chapter overview
Learning objectives
Introduction
HRM and its contribution
The evolving nature of the HR function
Ulrich's contribution to the development of the HR function
Developing a strategic approach to HRM
Measurement within HR
The effective HR function
Conclusion
Further reading
Part 2 The Functional Aspects of HR
5 Recruitment and Selection
Chapter overview
Learning objectives
Introduction
‘Good practice’ in recruitment and selection
Competency frameworks
Internal and informal recruitment
Employer branding
Headhunters and social media
Shortlisting
Selection interviews
Ability testing
Personality testing
Assessment centres
Recruitment and selection strategy
Conclusion
Further reading
6 Flexible Working
Chapter overview
Learning objectives
Introduction
Flexibility from a HRM perspective
The flexible firm: The employers’ perspective
Flexibility from the employees’ perspective
Key forms of flexible working
Constraints on implementing flexible working
Conclusion
Further reading
7 Reward Strategy and Managing Performance
Chapter overview
Learning objectives
Introduction
Definitions of strategic reward
The change from traditional to strategic pay
Key underpinning reward theory
The major determinants of reward
Performance management
The major elements in reward
Total reward
Can reward be strategic?
Conclusion
Further reading
8 Managing the Employment Relationship
Chapter overview
Learning objectives
Introduction
The meaning of the employment relationship
The employment relationship from different organizational perspectives
The role and scope of the state
Ideological perspectives: Neo-liberalism and neo-corporatism
Employers and employers’ associations
Power relations
Employee voice
Employee involvement, engagement and participation
The media
Conclusion
Further reading
9 Equality and Diversity in the Workplace
Chapter overview
Learning objectives
Introduction
Definitions of equality, persity and discrimination
The concept and implications of stereotyping
Impact of workplace discrimination for different groups
Legislative response to workplace discrimination
Organizational and strategic HRM roles in addressing equality and persity in the workplace
Equality and persity outlook
Implications for organizational leadership and strategic human resource management
Conclusion
Further reading
10 Developing Employees and Managers
Chapter overview
Learning objectives
Introduction
Talent, talent development and HRD
Developing employees
Developing managers
Conclusion
Further reading
Part 3 SHRM and the ‘Bigger Picture'
11 Organizational Culture
Chapter overview
Learning objectives
Introduction
Organizational and corporate culture
Symbolist approaches to organizational culture
The origins, determinants and effects of organizational cultures
Links between culture and performance
Moderators and mediators of the culture–performance link
Culture at a national level
Transferring HRM practices across cultural and organizational boundaries
Role of organizational and national culture in international mergers and acquisitions
Different approaches to IM&As
Conclusion
Further reading
12 Managing in a Global Context
Chapter overview
Learning objectives
Introduction
The field and context of international HRM
Models of IHRM
Strategic life-cycle models
Integrative models
Factors determining cross-national HRM practices
Understanding the IHRM policies of the international enterprise
Comparative HRM
Composing a global workforce
Issues and problems in international assignments
Alternative forms of international working
Expatriate preparation: Recruitment, selection, training and development
Developing intercultural competence
Repatriation training
Reward management and compensation
Global standardization and convergence in IHRM?
Isomorphism
Conclusion
Further reading
13 The Future of HR
Chapter overview
Learning objectives
Introduction
The changing context
Demographic change
Technological advances
What kind of ‘deliverables’ are fit for the future?
Conclusion
Further reading
References
Index