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Strategic Human Resource Management

Strategic Human Resource Management

Author: Catherine Truss; David Mankin; Clare Kelliher
Publisher: Oxford University Press
ISBN: 9780199583065
Published In: January 2012
Format: Paperback , 384 pages
Jurisdiction: International ? Disclaimer:
Countri(es) stated herein are used as reference only

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Draws from the latest academic research and topical practice insights to offer comprehensive and up to date coverage of HRM at strategic level.
Takes a unique and thematic approach to the subject, focussing on the key overarching themes of SHRM such as employee engagement, talent and knowledge management, change, and CSR.
Adopts a user-friendly structure and includes a wide range of original case materials and pedagogical features such as end-of-chapter review questions, key concepts and critical reflection boxes to help students understand the subject in a real-world context.
An Online Resource Centre accompanies the textbook providing a further learning platform for both students and lecturers of SHRM where the reader can find supplementary chapter support and additional case material studies and test materials.

What makes good HR strategy and how do you develop it? These are questions commonly asked by HR professionals and are just two of the fundamental issues tackled by the authors in this comprehensive and innovative new textbook.

Written in a clear and accessible style specifically for students, Strategic Human Resource Management is the perfect stand-alone text for undergraduate and postgraduate students studying modules in Strategic HRM. Drawing from the latest academic research and topical insights from the industry, it aims to build upon basic knowledge of the subject to provide students with a clear guide to the theory and practice of managing people strategically.

The text adopts a user-friendly structure and is broken down into four key concepts to help students increase their understanding of SHRM theory and its prospective applications. Part One looks at the concept of SHRM and the relevance of environmental factors; Part Two then proceeds to examine theories of SHRM and the link between performance, the role of the HR department and HR strategy; Part Three of the book considers the overarching themes within SHRM such as employee engagement, corporate social responsibility, change management and knowledge management before identifying new forms of SHRM and key future trends in the fourth and final section of the book.

Packed with case studies and useful pedagogical features such as end-of-chapter review questions, key concepts and critical reflection boxes, this textbook offers an engaging and insightful approach to all areas of Strategic Human Resource Management.

Readership: This textbook is intended for undergraduate students and postgraduate students studying modules in Strategic Human Resource Management as part of their business degree or postgraduate qualification.

Part 1: The Context of SHRM
1: The Global Context of SHRM
2: The Changing Context for SHRM
3: Strategic Management
Part 2: Strategic HRM
4: The Strategic Role of the HR Function
5: The Foundations of SHRM
6: Resource-based and Institutional Perspectives on SHRM
7: HR Strategy
8: SHRM and Performance
Part 3: Strategic Imperatives
9: Strategic Human Resource Development
10: SHRM and Talent Management
11: SHRM and the Employment Relationship
12: SHRM and the Employee Engagement
13: SHRM and Knowledge Management
14: SHRM and Corporate Social Responsibility
15: SHRM and the Management of Change
Part 4: New Forms of SHRM
16: New Forms of SHRM

Professor Catherine Truss is Head of Kent Business School at Medway, University of Kent. She was previously Director of the Centre for Research in Employment, Skills and Society and Head of Department, Leadership, HRM, and Organization at Kingston University. She has been a member of the Department for Business, Innovation and Skills Expert Group on Employee Engagement, and the UK Commission for Employment and Academic Advisory Panel. She has written or co-authored over 140 papers, articles, books and reports on strategic HRM, employee engagement and change management and has held research grants from the Economic and Social Research Council, Chartered Institute of Personnel and Development, and industry. She is a Fellow of the Higher Education Academy and the RSA, and an Academic Fellow of the CIPD.

Dr Clare Kelliher is Reader in Work and Organization at Cranfield School of Management, Cranfield University. She previously held appointments at the University of Surrey in the European Management School and the School of Management Studies for the Service sector. Her research interests centre upon the organisation of work and the employment relationship in the context of organisational change. She has written numerous articles published in academic and practitioner journals, book chapters and research reports. She has recently co-edited a book on New Ways of Organising Work. Recent projects have been funded by the society for HRM Foundation, the NHS National Institute for Health Research, Service Delivery and Organization Research and Development Programme and several corporate sponsors. She is a Fellow of the RSA and of the Higher Education Academy.

Dr David Mankin has held senior lecturer appointments at several universities including most recently the University of Wales Institute Cardiff, and immediately prior to that Oxford Brookes University where he was the course manager for the CIPD qualification programme. Human Resource Development was published by Oxford University Press in 2009. He is a Fellow of the Higher Education Academy and a Chartered Fellow of the CIPD.