530 pages | 34 B/W Illus.
Combining up-to-date research, innovative content and practical perspectives, this book is the benchmark by which all other strategic HRM reference works should be measured. Leading figures from around the globe survey the current state of the discipline, while also introducing and exploring new, cutting edge themes in order to offer a comprehensive and authoritative overview of the field.
Section introductions and integrative critiques pull together the separate themes to provide cross-comparisons between chapters to create a cohesive and well-structured volume. Unlike other texts in this area, The Routledge Companion to Strategic Human Resource Management incorporates contributions from leading management and business writers in areas adjacent to human resource management, including strategy, innovation and organizational learning. These add fresh and challenging insights into HRM themes from key mainstream business and management thinking. The field of strategic HRM is thus enriched and extended by this volume.
Focusing on the interplay between theory and practice, this book is an essential resource for researchers and students studying human resource management and strategy.
Part 1: Introduction 1. Introduction (John Storey, Dave Ulrich and Patrick M. Wright) Part 2: Analytical Frameworks 2. Beyond HR: Extending the Paradigm through a Talent Decision Science (John W. Boudreau and Peter M. Ramstad) 3. The Employment Relationship in Strategic HRM (Paul Edwards) 4. Critical Perspectives on Strategic HRM (Mats Alvesson) Part 3: The External Environment of SHRM 5. Foundations for Understanding the Legal Environment of HRM in a Global Context (Mark V. Roehling, Richard A. Posthuma and Stacy Hickox) 6. New Organisational Structures and Forms (John Storey) 7. Changing Labour Markets and the Future of Work (David Coats) Part 4: The Strategic Role of HR 8. The Knowledge Underpinning HR Strategy (John Storey) 9. The Pursuit of HR’s Core Purpose: The Practical Doing of Strategic HRM (Anthony J. Rucci) 10. Managing Strategic Change (David A. Buchanan) Part 5: The HR Function 11. HR Competencies that Make a Difference (Wayne Brockbank and Dave Ulrich) 12. Next Evolution of the HR Organization (Dave Ulrich, Jon Younger and Wayne Brockbank) Part 6: Areas of Practice 13. Recruitment and Selection (Christopher J. Collins and Rebecca R. Kehoe) 14. Compensation (Barry Gerhart) 15. Strategic Performance Management: Issues and Trends (Manuel London and Edward M. Mone) 16. Strategic Training and Development (Raymond A. Noe and Michael J. Tews) 17. Collaborative Teams (Lynda Gratton and Tamara J. Erickson) 18. Employee Engagement (John Storey, Dave Ulrich, Theresa M. Welbourne and Patrick M. Wright) Part 7: The Capability-building Perspective 19. Leadership Development and Talent Management (David D. Hatch) 20. Human Resources, Organizational Resources, and Capabilities (Patrick M. Wright and Scott A. Snell) 21. Options for Human Capital Acquisition (Mousumi Bhattacharya and Patrick M. Wright) Part 8: Changing Contexts 22. The Changing Context for HR (Tamara J. Erickson) 23. Research at the Intersection of Strategic Human Resource Management and Entrepreneurship (Janice C. Molloy, Judith W. Tansky and Robert L. Heneman) 24. Identifying and Developing Global Leaders (Schon Beechler and Dennis Baltzley) Part 9: Regions 25. Managing Human Resources in India (Pawan S. Budhwar) 26. HRM in China (Fang Lee Cooke) 27. Managing Human Resources in Africa – Emergent Market Challenges (Frank M. Honvitz) Part 10: Performance Outcomes 28. HRM, the Workforce, and the Creation of Economic Value (Richard W. Beatty) 29. The Effect of Organizational Change on Managers’ Experience of their Working Lives (Les Worrall and Gary L. Cooper) 30. Linking Human Resource Management and Customer Outcomes (David E. Bowen and S. Douglas Pugh)