Strategic human resource management / Catherine Bailey, David Mankin, Clare Kelliher, Thomas Garavan,

By:

Bailey, Catherine (Catherine Truss) [author]

Contributor(s):

Material type: Text

TextLanguage: English Publication details: Oxford : Oxford University Press, 2018.Edition: Second edition.Description: xvii, 398 pages : illustrations, charts (some color) ; 25 cm.ISBN:

9780198705406

Subject(s):

LOC classification:

HF5549 .B227 2018

Contents:

Pt. 1. The context of strategic human resource management — 1. The global context of strategic human resource management — 2. The changing context for strategic human resource management — 3. Strategic management and strategic human resource management — pt. 2. Strategic human resource management — 4. The strategic role of the human resource function — 5. Human resource strategy — 6. The foundations of strategic human resource management — 7. Resource-based and institutional perspectives on strategic human resource management — 8. Strategic human resource management and performance — pt. 3. Strategic imperatives — 9. Strategic human resource development — 10. Strategic human resource management and talent management — 11. Strategic human resource management and employment relations — 12. Strategic human resource management and employee engagement — 13. Strategic human resource management and knowledge management — 14. Strategic human resource management, business ethics, corporate social responsibility, and sustainability — 15. Strategic human resource management and change management — pt. 4. New forms for strategic human resource management 16. New forms of strategic human resource management — Index.

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Bibliography from B3 Strategic HRM 1 & 2

Summary: What is strategic HRM, and how do you apply it in business? What makes good HR strategy, and how do you develop it? What are the key issues that need to be considered when creating, developing, and embedding a strategic approach to managing people? These are the fundamental questions asked by HR professionals and tackled in this innovative and comprehensive textbook. Drawing on the latest academic research, the well-respected author team take a reliably thematic approach to SHRM. Broken into four distinct parts, the book addresses the context, theories, themes, and future of managing people strategically. Case studies and examples include Tata Motors, Samsung, Pizza Express, and Deliveroo, ensuring that theoretical discussion is always linked to practical application. New "Strategic HRM in Action" boxes take this one step further by presenting students with a scenario in which they themselves can make strategic decisions and reflect on their own evaluation of real-life business practices. Critical thinking is essential in SHRM, so frequent "Critical Reflection" boxes, Review Questions, and questions accompany every case study ensure students are challenged to engage with the subject critically and reflectively. Global case studies and an opening chapter dedicated to the global context of SHRM challenge the dominant Western perspective and provide a rounded and adaptable view of SHRM. A user-friendly structure and wide range of learning features, including learning objectives, key concept boxes, and summaries, ensure the text remains accessible, even for those completely new to SHRM.

Holdings ( 2 )
Title notes ( 3 )

Holdings
Item type	Current library	Call number	Status	Date due	Barcode
Recommended bibliography book	TBS Barcelona Libre acceso	HF5549.15 BAI (Browse shelf(Opens below))	Available		B01967
Recommended bibliography book	TBS Barcelona Libre acceso	HF5549.15 BAI (Browse shelf(Opens below))	Not for loan		B01993

What is strategic HRM, and how do you apply it in business? What makes good HR strategy, and how do you develop it? What are the key issues that need to be considered when creating, developing, and embedding a strategic approach to managing people? These are the fundamental questions asked by HR professionals and tackled in this innovative and comprehensive textbook.

Drawing on the latest academic research, the well-respected author team take a reliably thematic approach to SHRM. Broken into four distinct parts, the book addresses the context, theories, themes, and future of managing people strategically. Case studies and examples include Tata Motors, Samsung, Pizza Express, and Deliveroo, ensuring that theoretical discussion is always linked to practical application. New "Strategic HRM in Action" boxes take this one step further by presenting students with a scenario in which they themselves can make strategic decisions and reflect on their own evaluation of real-life business practices.

Critical thinking is essential in SHRM, so frequent "Critical Reflection" boxes, Review Questions, and questions accompany every case study ensure students are challenged to engage with the subject critically and reflectively. Global case studies and an opening chapter dedicated to the global context of SHRM challenge the dominant Western perspective and provide a rounded and adaptable view of SHRM.

A user-friendly structure and wide range of learning features, including learning objectives, key concept boxes, and summaries, ensure the text remains accessible, even for those completely new to SHRM.

Bibliography from B3 Strategic HRM 1 & 2