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Strategic Human Resource Management
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Strategic Human Resource Management
Theory and Practice

Second Edition
Edited by:


© 2006 | 360 pages | SAGE Publications Ltd
The Second Edition of this highly successful course reader provides a comprehensive, contemporary and critical review of the key issues in strategic human resource management. The book draws upon the work of some of the most influential and insightful writers on the subject of the strategic management of people in organizations. Through a series of carefully edited articles, students can explore current thinking on topics as diverse as performance, pay, process reengineering, structure, ethics, culture, change and leadership.

This volume moves beyond strategic human resource management from the perspective of the policy setter. The book informs but also questions and, while recognising the legitimacy and importance of management perspectives, also captures the experience of workers on the receiving end of strategic initiatives. Students will be encouraged to consider core issues and difficult questions, such as:

" How should employees respond to the missionary zeal of their employers?

" How can we explain the increasing influence of gangmasters?

" What are the effects of management training on the identities of managers?

" Has strategic HRM been transformed from a model of commitment to one of exploitation?

Strategic Human Resource Management has been designed to meet the needs of course teaching at advanced undergraduate and postgraduate levels. It is an invaluable text that will help define the complex agenda of human resource management, strategy and organisations for students.

Graeme Salaman, John Storey and Jon Billsberry
Strategic Human Resource Management
Defining the Field  
 
PART ONE: HUMAN RESOURCE MANAGEMENT AND KNOWLEDGE
Patrick M Wright, Benjamin B Dunford, and Scott A Snell
Human Resources and the Resource Based View of the Firm
Paul du Gay, Graeme Salaman and Bronwen Rees
The Conduct of Management and the Management of Conduct
Contemporary Managerial Discourse and the Constitution of the `Competent' Manager  
Barbara Townley
Foucault, Power/Knowledge, and its Relevance for Human Resource Management
Charles R Schwenk
The Cognitive Perspective on Strategic Decision-Making
Graeme Salaman and John Storey
Achieving `Fit': Managers' Theories of How to Manage Innovation
 
PART TWO: HUMAN RESOURCE MANAGEMENT AND BUSINESS PERFORMANCE
Mark A Huselid
The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance
John Godard
A Critical Assessment of the High-Performance Paradigm
John Storey and Keith Sisson
Performance-related pay
 
PART THREE: THE EMERGENCE OF NEW ORGANISATIONAL FORMS AND RELATIONSHIPS
John Storey
New Organizational Forms and their Link with HR
Jill Rubery, Jill Earnshaw, Mick Marchington, Fang Lee Cooke and Steven Vincent
Changing Organizational Forms and the Employment Relationship
David E Guest
Human Resource Management, Trade Unions and Industrial Relations
Madeleine Bunting
Missionary Management
 
PART FOUR: HUMAN RESOURCE MANAGEMENT IN PRACTICE
Linda Klebe Treviño and Michael E Brown
Managing to be Ethical: Debunking Five Business Ethics Myths
George Binney and Colin Williams
The Myth of Managing Change
Greg Clark
Performance Management Strategies

I found the book explained a few concepts well in addition to the core texts the students are expected to read. For example, that of the resource based view and how it integrates with strategy, decision process and cognition. It also had a good focus on developments in industrial relations (now employee relations) which is a good introduction on this topic for my 3rd year students. Plenty of examples provided and some good reference to other useful texts.

Mrs Allane Hay
Moray College, Moray College
August 26, 2015

Chosen as recommended reading, as provides an excellent source of critical readings to complement the core text.

Mrs Nicola Golding
dept of management, birmingham business school, Birmingham University
June 30, 2014

Excellent piece of work and this book should be available to all HRM students

Dr Stefanos Nachmias
Faculty of Business and Communication, York St John University College
March 16, 2012

Offers a more global perspective in a timely edition. The articulate and thoughtful writing in this text invites students, professionals and sometimes faculty to put aside old mental models of what HR is and can be.

Professor Barbara Stuart
Management Dept, University of Denver
April 1, 2011

Good theoretical and practical underpinnings.

Professor Barbara Stuart
Management Dept, University of Denver
February 21, 2011

I like the book a lot. However, you cannot use it as an essential book for the basic HRM course. It has four parts, HRM and knowledge management, HRM and firm performance, new organizational forms, and strategic HRM in practice. I would absolutely recommend this book as "essential" for emerging popular master courses (in many universities nowadays) - "Emerging Issues in HRM". For such a course I would adopt this book as the main one.

Dr Tanya Bondarouk
Please select your department, Twente University
June 16, 2010

Sample Materials & Chapters

PDF of Chapter One

PDF of the Introduction

PDF of Chapter Two


Preview this book

Graeme Salaman

Graeme Salaman is Professor of Organization Studies at the Open University Business School More About Author

John Storey

Jon Billsberry

Jon Billsberry is a Lecturer in Organizational Behaviour and a member of the Centre for Human Resource and Change Management at the Open University Business School. More About Author

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ISBN: 9781412919012
£28.99 
ISBN: 9781412919005
£101.00