This textbook takes a theoretically informed and practice-based approach to strategic human resource management (HRM) and employment relations (ER). The book follows a unique pedagogical design employing problem-based learning and participant-centred learning approaches, both of which the author has extensive experience in implementing with advanced undergraduate HRM and post-graduate learners. This new edition includes chapters on artificial intelligence (AI) and HR, employee experience and engagement, managing HRM during crises, and eight new cases. In addition, this book includes an online instructors’ manual for instructors.
HRM has a crucial role to play in the development of an organisation's mission and culture, and in supporting its business strategy. The nature of its strategic role and the issues related to implementing strategy in the workplace are the two main themes of this text. Few other books give such an integrated treatment of both the concepts and issues related to a strategic approach to HRM and of the practical ways these can be implemented.
The highly anticipated third edition of Strategic Human Resource Management offers a fresh perspective on SHRM. Bringing together a wealth of expertise in HRM, Work and Organizational Psychology and Organizational Behaviour, the authors provide a balanced approach to structuring and solving real-life HR issues in organizations. This new edition aligns Human Resource practices with both the internal and external organizational context and takes a critical perspective on economics, sustainability, psychology, sociology, and industrial relations. Its unique multi-level approach includes the individual employee, teams, business units, organizations, sectors, and countries to build a more balanced people management value chain. New additions: • New chapter on Career Development • New Activity Boxes to encourage practical application of theory • New case studies throughout, including Google, easyJet and Ikea • Major revisions to chapters to highlight sustainable career development, employability, digitalization, and diversity • Major update of the scientific literature references Key Features: • Cases and Discussion Questions provide real-world scenarios and issues to illustrate contemporary HR issues in practice • Stop and Reflect Boxes throughout each chapter are designed to encourage students to critically evaluate topics and issues raised and how they can be applied to real-life situations • Personal Development Boxes help students think about how to link theoretical concepts with the development of personal skills appropriate to effective HRM • Experiential Exercises present ‘Individual’ and ‘Team’ tasks that can be used as in-class exercises encouraging students to learn from direct experiences Paul Boselie is Professor in Public Administration & Organization Science at Utrecht University, the Netherlands. His research traverses human resource management, institutionalism, strategic management and industrial relations. Beatrice van der Heijden is Professor in Strategic Human Resource Management at Radboud University, the Netherlands, and Head of the SHRM Department. Her research and teaching are focused on strategic human resource management, sustainable careers, employability, and aging at work.
An accessible introduction written by a stellar contributor line up of world-renowned lecturers and practitioners in the field (including Linda Holbeche, Stephen Taylor and Jim Stewart).
The concept of strategic human resource management has developed widely in the last couple of years, especially because of the impact of human resources on the competitiveness of organizations. The development of human resource strategies involves taking into account their multiple mutual dependencies and the fact that they must be vertically integrated with the business strategy. These strategies define the intentions and plans related to the overall organizational considerations, such as organizational competitiveness, effectiveness or image, and to more specific aspects of human resources management, such as resourcing, motivating, valuating, learning and development, reward and employee relations. Strategic management of human resources provides a large perspective on the way critical issues or success factors related to people can be addressed and how different concepts of strategic decisions are made, with long-term impacts on the behavior and success of the organization. The fundamental objective of human resource strategic management is to generate strategic capabilities by ensuring that the organization has the high-qualified, committed and well-motivated employees it needs to achieve and sustain the competitive advantage. The emergence of strategic human resource management (SHRM) is influenced by global competition and the corresponding search for sources of a sustainable competitive advantage. SHRM has achieved its prominence because it provides a means by which business firms can enhance the competitiveness and promote managerial efficiency. It facilitates the development of human capital that meets the requirements of a competitive business strategy, so that organizational goals and the mission of the organization will be achieved. The HRM system is defined as "a set of distinct but interrelated activities, functions and processes that are directed at attracting, developing, and maintaining (or disposing of) a firm’s human resources." Many agree that HRM is the most effective tool which contributes to the creation of human capital, and in turn, contributes to organizational performance and the competitive advantage. This book puts emphasis on understanding the role of HRM between organizations and people and provides an analytical approach toward encompassing HRM, employment relations, and organizational behavior. As a management discipline, HRM draws insights, models and theories from cognate disciplines and applies them to real-world settings. Further, this book discusses how current theoretical perspectives and frameworks (e.g., those related to strategic competitiveness, knowledge management, learning organization, communities of practice, etc.) can be applied by reflective practitioners to create an eco-friendly organizational culture.
This book provides a succinct, affordable, up-to-date analysis of themes and topics relevant to the management of human resources today. It covers issues of critical contemporary importance such as restructuring, continuous improvement, involvement and participation, pay and working time, training and development, recruitment and selection.
"The well-respected author team strike the ideal balance between the latest academic theory and real-world practice, making this the most applied SHRM textbook written in an eminently student-friendly format."--Source inconnue.
Strategic Human Resource Management has been a topic familiar to many. But this book approaches the same topic in a current global economy with so many Indian business houses venturing into acquiring global giants and establishing themselves atop of the world of business in our growing economy. This means that with electronic communication making the world into a global village and virtual organizations and learning having made the distinction between 'place' and 'space' not a matter of importance, strategies to be adapted by the HR professionals should be totally new. That is where this book is having a new approach to SHRM. It is interspersed with contemporary Indian cases and experience to fall back on to illustrate the different strategies HR has to play as a business partner. Issues in employee privacy in case of virtual organizations have been vividly dealt with. Gone are the days of the fire-fighting role of HR professionals. They are required to play a vital role being part of the business strategy not only at the domestic arena but also in the global business. Challenges involved in building multicultural organizations, cross border merger and acquisition and repatriation and outsourcing are topics that are significant in the local as well as the global human resource management which are discussed extensively. The book explains career planning and development and compensation packages in the context of competencies and balanced scorecard. When speed and alacrity are demanded of all the employees to stay ahead of competition, the employees are required to put in extended hours and work in a stressful environment. Hence, the new-era HR professional has to resort to developmental activities through mentoring, coaching, counseling, stress management and emotional balance. The book is divided into five parts. Apart from the stories narrated within the text of the book, and some exercises, there is a separate section of cases at the end of the book to augment the concepts narrated in each part. It would not only fully meet the requirements of MBA students but would also give new direction to the practicing HR professionals.
The majority of textbooks on HRM tend to focus on the administrative side of the subject and fail to examine its strategic importance. This book is intended to redress the balance and, taking strategy as its starting point, it looks at the overall role of HRM in the organization. The author explores strategic human resource management through chapters on managing change in strategy, structure, and culture; the role of human resource planning, and types of employment system. He also reviews some of the key issues in managing different employee groups. These themes are problem- and issue- focused and extensively illustrated throughout with case study examples. Dr Chris Hendry is the author of many reports, research papers and articles on HRM and strategic management.
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. 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.
