Release on 2011-01-07 | by Peter Boxall,John Purcell
Author: Peter Boxall,John Purcell
Pubpsher: Macmillan International Higher Education
Category: Business & Economics
The new edition of this market leading text provides an authoratitive yet accessible account of the strategic role of HRM in organizations. Strategy and Human Resource Management 3rd edition offers fully updated chapters and sources whilst retaining the critical approach and strong framework popular with both students and lecturers.
Release on 2015-11-06 | by John Purcell,Peter Boxall
Author: John Purcell,Peter Boxall
Pubpsher: Red Globe Press
Category: Business & Economics
This market-leading and pioneering core textbook outlines the essential principles in strategic HRM and provides students with an understanding of how HR strategies vary across a variety of contexts. Presented in a clear and accessible style, it links HRM theory with practice to demonstrate the role HRM should play in organisational performance. In examining the impact of HR strategy on organisational success and how this is affected by key organisational, industry and societal factors, it provides a nuanced and multi-layered perspective on this significant discipline. Redefining the framework developed in previous editions, this engaging textbook has been thoroughly updated with cutting edge research and it continues to challenge students, academics and practitioners to approach HRM from a strategic perspective. Written by world-leading experts with a combined wealth of industry, research and teaching experience, Strategy and Human Resource Management is an essential core textbook for upper-level undergraduate, postgraduate and MBA students, as well as practitioners interested in the key role that HRM plays in business success.
How is human resource management (HRM) strategic to a firm's viability and how might it help to lay a basis for sustained competitive advantage? How can managers pursue their goals for labour productivity and organisational flexibility in socially acceptable ways? This book explores such pressing questions. The authors develop an innovative conceptual framework to provide a stimulating exploration of the growing field of Strategic HRM. This text is essential reading for MBA students and advanced undergraduate and postgraduate students of HRM. It is also an invaluable resource for anyone interested in the role of HRM in business success.
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.
Many companies take an ad hoc approach to HRM, treating it as a necessary function but one that has little to do with the strategic direction of the business. However research has shown that companies with strategic HR policies had higher revenue, less absenteeism and were more profitable. Strategic HRM matches the HRM activities and policies to the strategic direction of a company. Strategic Human Resource Management takes a resource-based view of SHRM, specifically focusing on learning organisations. The RBV theory of the firm posits that resources found in the employees of an organisation skills, expertise, experience, knowledge management, contribute to the strategic successes of the company. Learning organisations are companies that use their employees and customers proactively to maintain an atmosphere of continuous learning. Strategic HRM takes HRM beyond the functional everyday management of human resources into the realm of strategy and business policy.
Towards a General Theory of Human Resource Management
Author: Shaun Tyson
Pubpsher: Financial Times Management
Category: Personnel - Direction
This new text successfully demonstrates the links between human resource management and business strategy. It begins with an analysis of the literature on HRM and strategy and goes on to discuss how new models of HRM are created. The book seeks to explain the `fit' between HR strategy and business strategy by describing how different models of HRM are developed to sustain and advance business objectives. A description is given of each of the main contributions through which HRM can add value, together with examples from companies of all sizes and in many different industries. The book ends with a proposed theory of HRM based on the Frameworks it has described.
Release on 2008 | by Marion Festing,Susanne Royer (Herausgeber)
Author: Marion Festing,Susanne Royer (Herausgeber)
Pubpsher: Rainer Hampp Verlag
Category: Business & Economics
This series on research in international human resource management and strategy is designed to stimulate discussions on current developments in these disciplines. The scope of this series reflects the importance of the fields of strategy and human resource management in the international environment of a globalised world. Both fields have the potential to contribute essentially to the description and explanation of competitive advantage realisation, performance issues and to achieving other corporate goals and objectives. Therefore, these areas need attention in research as well as in practice. This series will focus on the latest research results in this field by integrating original research results from research projects including PhD theses. This volume consists of three parts mapping the field of the series: Part I focuses on the field of strategy in an international context. Competitive advantage realisation in different forms of value net organisations, industry structures and knowledge structures as well as SME issues and strategy in an international context are investigated in this part. Part II provides contributions to the field of International Human Resource Management. They focus on global performance management, expatriate careers and compensation strategies in multinational enterprises. Part III of this volume is dedicated to understanding the context of international business focusing on the institutional context explaining convergence or divergence in personnel management in Europe, the impact of the corporate culture on employee behaviour in multinational firms as well as a multiple environmental perspective related to the situation of single firms in clusters.
HR functions within both internal and external contexts. The understanding of both contexts is crucial for comprehending how and why they drive HR strategies and practices in organizations, as well as the rules and structures within which they work. Built around five major themes which impact upon the HR function, and mapping to the CIPD Level 7 Advanced module of the same name, Human Resource Management in Context enables students to understand the complex and changing organizational context in which HR operates today by providing a comprehensive breakdown of the concepts, theories and issues from globalization and government policy to demographic, social and technological trends. This fully updated 4th edition of Human Resource Management in Context includes a range of pedagogical features, balancing theory with practical analysis to form an engaging insight into the strategic side of HR. It includes enhanced emphasis on the impact of the external environment on the HR profession, a discussion of the impact of technology and social media, increased coverage of ethics and CSR and links to the HR Profession Map. Online supporting resources for lecturers include an instructor's manual, lecture slides, annotated web links and guidance for the chapter activities.