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Full Description
'As a review of current proven practices, the book is an undeniable success...easy to read and easy to digest. Where other guides fail by overcomplicating simple issues, this simplifies complex issues in a neat and accessible package.' - "The Lawyer". In a book designed to fill what is often a gap between the rhetoric of strategic human resource management (SHRM) and the reality of strategy in action, Michael Armstrong characteristically provides the first guide to the realistic implementation of the high-sounding HR strategies that every practitioner, academic and consultant is now attempting to put into place. This welcome revision of his standard work, "Human Resource Management: Strategy and Action" (first published in 1992 and never out of print since) accordingly examines HRM and SHRM and goes on to explore the practicalities of formulating and implementing HR strategies. The work concludes with an examination of organizational and functional strategies from a practical standpoint.
Contents
Part 1 The basis of strategic human resource management: the concept of HRM; the concept of strategy; the concept of strategic HRM; the process of strategic HRM. Part 2 The practice of human resource management: formulating and implementing HR strategy; strategic HRM in action; the strategic contribution of HRM to organizational success; the strategic role of the new HR function. Part 3 Organizational strategies: strategies for organizational development; strategies for culture management; change management strategies; strategies for developing the employment relationship. Part 4 Functional strategies: employee resourcing strategy; strategies for managing performance; strategic human resource development; reward strategy; employee relations strategy; conclusions - getting into action.
