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Strategy and human resource management

Author: Boxall, Peter ; Purcell, John Series: Management, work and organisations Publisher: Palgrave Macmillan, 2008.Edition: 2nd ed.Language: EnglishDescription: 351 p. : Graphs/Ill. ; 24 cm.ISBN: 9781403992109Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD6957 .B693 2008
(Browse shelf)
Available 001229958
Total holds: 0

Includes bibliographical references and index


Strategy and Human Resource Management Contents Introduction Acknowledgements 1 The goals of human resource management Defining human resource management What are the goals of HRM? Strategic tensions and problems in HRM Summary and structure of the book viii xii 1 1 10 20 28 Part 1 Connecting strategy and human resource management 2 Strategy and the process of strategic management Defining strategy The process of strategic management Improving strategic management processes Conclusions 33 33 44 50 54 3 Strategic HRM: 'best fit' or 'best practice'? Defining 'strategic HRM' and HR strategy Strategic HRM: the 'best fit' school Strategic HRM: the 'best practice' school Conclusions: reconciling 'best fit' and 'best practice' 56 57 61 73 82 4 Strategic HRM and the resource-based view of the firm The resource-based view: origins and assumptions Resources and barriers to imitation Applying the resource-based view The RBV and human resource strategy Conclusions 85 86 88 94 100 107 Part 2 Managing work and people: searching for general principles 5 Work systems and the changing economics of production Work systems in manufacturing Globalisation, market reform and production offshoring Work systems in services and the public sector Conclusions 111 113 126 131 140 6 Managing employee voice The growth and changing contours of employee voice What are the impacts of employee voice systems? Trade unions and change in employee voice Management style in employee relations Conclusions 142 144 154 158 165 169 7 Managing individual performance and commitment The performance equation Managing employee ability Managing employee motivation Conclusions 171 172 175 183 199 8 Linking HR systems to organisational performance HR systems and organisational patterns in HR strategy The 'black box' problem: links between HRM and performance Conclusions 201 201 215 224 Part 3 Managing people in dynamic and complex business contexts 9 Human resource strategy and the dynamics of industry-based competition Industry dynamics: cycles of stability and change HR strategy and industry dynamics Conclusions 229 230 235 249 251 254 259 265 269 277 10 Corporate human resource strategy in the global economy Strategy, structure and the divisionalised company The HR implications of divisionalisation From M-form to N-form? The HR implications of mergers and acquisitions Conclusions 11 Conclusions and implications The main themes of this book Can strategic planning be a valuable resource in the firm? 279 279 287 The design of HR planning processes Seeking integration: HR planning and the new management accounting Conclusions 290 296 307 References Author index Subject index 309 335 342

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