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HRM Strategic Integration and Organizational Performance
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HRM Strategic Integration and Organizational Performance

First Edition


June 2009 | 412 pages | SAGE Response
Human Resources Management (HRM) has a very important facilitative and strategic role in organizational success. Several financial and non-financial performance measures of an organization are positively related to its levels of HRM Strategic Integration (HRMSI). This book develops a better understanding of strategic HRM and its impact on organizational performance.

HRM Strategic Integration and Organizational Performance proposes a framework for HRMSI that helps formulate and implement the integration of strategic HRM in organizations for enhanced organizational performance.

The key features of the book are:

  • A detailed analysis of strategic integration practices like recruitment and selection, performance management, training and development, rewards and recognitions and employees relations.
  • A thorough literature review on the relationship between HRM, strategic HRM and performance.
  • New research data from a huge cross section of the industry and high-end statistical research analysis using structural equation modelling.
  • A template of step-by-step HRMSI methodology to help future academics and professionals.

The book will serve as an ideal reference material for scholars of human resources and business strategy. It will also be an invaluable guide for implementers of strategic HRM and students of management and business.

Foreword

Professor Brian D'netto
Preface

 
 
I: HRM STRATEGIC INTEGRATION AND ORGANIZATIONAL PERFORMANCE: A CONCEPTUAL FRAMEWORK
Introduction

 
Strategic HRM and HRM Strategic Integration

 
HRM Strategic Integration and Organizational Performance

 
Research Issues

 
Methodology

 
 
II: INDIVIDUAL HR PRACTICES AND THEIR IMPACT ON ORGANIZATIONAL PERFORMANCE: EMPIRICAL EVIDENCE
Recruitment and Selection

 
Performance Management

 
Training and Development

 
Reward and Compensation

 
Employee Relations

 
 
III: LINKING HRM STRATEGIC INTEGRATION AND PERFORMANCE
Measuring Performance through HRM Strategic Integration

 
HRM Strategic Integration And Performance-Mediating Relationships

 
Conclusions and Implications

 
Appendices

 
References

 
Index

 

This book is a masterpiece of scholarly work and good for researchers and senior corporate HR managers. It may also serve as a textbook for MBA students pursuing HR career.

Current Science

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Ashok Chanda

Ashok Chanda is doctoral fellow at the School of Management, University of South Australia. He has nearly two decades of corporate experience as an HR professional. His last position was Vice President—HR with Reliance Energy, Mumbai. Earlier, he has worked with Gati Ltd., and Gujarat Gas Ltd., a subsidiary of British Gas. He is also a member of the Australian Human Resource Institute. His publications include articles published in various journals and a co-authored volume, Human Resource Strategy: Architecture for Change (2000). More About Author

Jie Shen

Jie Shen is an Associate Professor of international human resource management at University of South Australia, Adelaide, Australia. He is Adjunct Associate Professor at University of South Australia, and Guest Professor at Southwest Jiao Tong University, China, Shanghai University, China and Fujian Normal University, China. His main research interests are international human resource management and HRM and industrial relations.He has published over 40 books and book chapters and refereed journal articles in the fields of IHRM, HRM and IR. He received the best paper reward at the Academy of Management Meeting in 2007. More About Author

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ISBN: 9788132100751
₹825.00

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