Strategic Human Resource Management by Storey, John -- Read -- Imperial Library of Trantor

Index

Cover Page Half Title Series Page Title Page Copyright Page Table of Contents List of Figures 1 Mapping the Field of Strategic Human Resource Management

Defining the Field Theory and Practice The Nature of Strategy in HRM Strategy as Plan? Why is SHRM Important? Contingency Models and Frameworks Types of Contingency Frameworks Summary Note

2 Strategic Human Resource Management and Performance Outcomes

3 Key Practice Areas and the Key Levers

Human Resource Planning and Resourcing Performance and Reward Management Human Resource Development and Talent Management Employment Relations, Employee Engagement, Health and Wellness Management Organization Design: Structuring and ‘Organizational Culture Management’ Conclusion

4 HR Competences and the HR function

The Backstory HR Competencies which make a Difference Illustration of the Ulrich HR Competency Model Competent HR Departments Conclusion

5 The Changing Contexts of Strategic Human Resource Management

The EBB and Flow of HRM Drivers of Change: Globalisation and Technology Knowledge Work and Precarious Work Conclusion

6 Fit, Flexibility, and Agility

The Concept of Fit in SHRM Summary of Research on Fit Flexibility and Agility Summary of Research on Flexibility Conclusion

7 A Stock-Take and A Forward View

What Next? Future-Oriented Research Agendas

References Index