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.
Table of Contents
PART A - THE MAKING OF HRM: HRM - an overview; The context for HRM; HRM in Practice; PART B - STRATEGY, STRUCTURE AND CULTURE IN ORGANIZATIONAL CHANGE AND HRM: Business strategy and organizational capability; Organization structure and HRM; Corporate culture and the management of organizational change; Strategic change and HRM at Barclaycard: from rapid growth to maturity; Strategy, structure and cultural change: managing retrenchment and recovery at Pilkington; PART C - BASC CONCEPTS FOR AN EMPLOYEE SYSTEMS PERSPECTIVE: Manpower planning; From manpower planning to human resource planning; Employment systems: recuitment, pay and careers; Managing the system as a whole: towards HRM 1 & 2; PART D - EMPLOYEE GROUPS: Managers and professional employees; Managers in an international context; Manual and clerical employees; Managing technical and organizational change at GKN Hardy Spicer; Flexible employees: flexible firms; Skills and training in the European Union and beyond; PART E -
CONCLUSION: Future scenarios: issues for the 1990s and beyond