The Routledge Companion to Strategic Human Resource Management
1st Edition
Published on 23. August 2018
Book
Paperback/Softback
530 pages
978-1-138-38600-6 (ISBN)
Description
Combining up-to-date research, innovative content and practical perspectives, this book is the benchmark by which all other strategic HRM reference works should be measured. Leading figures from around the globe survey the current state of the discipline, while also introducing and exploring new, cutting edge themes in order to offer a comprehensive and authoritative overview of the field.
Section introductions and integrative critiques pull together the separate themes to provide cross-comparisons between chapters to create a cohesive and well-structured volume. Unlike other texts in this area, The Routledge Companion to Strategic Human Resource Management incorporates contributions from leading management and business writers in areas adjacent to human resource management, including strategy, innovation and organizational learning. These add fresh and challenging insights into HRM themes from key mainstream business and management thinking. The field of strategic HRM is thus enriched and extended by this volume.
Focusing on the interplay between theory and practice, this book is an essential resource for researchers and students studying human resource management and strategy.
Section introductions and integrative critiques pull together the separate themes to provide cross-comparisons between chapters to create a cohesive and well-structured volume. Unlike other texts in this area, The Routledge Companion to Strategic Human Resource Management incorporates contributions from leading management and business writers in areas adjacent to human resource management, including strategy, innovation and organizational learning. These add fresh and challenging insights into HRM themes from key mainstream business and management thinking. The field of strategic HRM is thus enriched and extended by this volume.
Focusing on the interplay between theory and practice, this book is an essential resource for researchers and students studying human resource management and strategy.
More details
Series
Language
English
Place of publication
London
United Kingdom
Publishing group
Taylor & Francis Ltd
Target group
College/higher education
Illustrations
34 s/w Abbildungen, 34 s/w Zeichnungen, 29 s/w Tabellen
29 Tables, black and white; 34 Line drawings, black and white; 34 Illustrations, black and white
Dimensions
Height: 246 mm
Width: 174 mm
Thickness: 30 mm
Weight
974 gr
ISBN-13
978-1-138-38600-6 (9781138386006)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
John Storey | Patrick Wright | David Ulrich
The Routledge Companion to Strategic Human Resource Management
Book
11/2008
1st Edition
Routledge
€337.30
Shipment within 15-20 days
John Storey | Patrick Wright | David Ulrich
The Routledge Companion to Strategic Human Resource Management
E-Book
11/2008
1st Edition
Routledge
€69.99
Available for download
John Storey | Patrick Wright | David Ulrich
The Routledge Companion to Strategic Human Resource Management
E-Book
11/2008
1st Edition
Routledge
€69.99
Available for download
Persons
John Storey is Professor of Management at the Open University Business School, UK. He regularly consults for public and private sector organizations and for UK government ministers. He is Chair of the IPA and has published many articles in refereed journals and authored several books in the field of HRM as well as other areas of management.
Patrick M. Wright is William J. Conaty GE Professor of Strategic Human Resources at Cornell University, USA. He has published widely in leading international journals and worked with a number of the world's leading firms in their efforts to align HR with business strategy.
Dave Ulrich is a Professor of Business at the Ross School of Business, University of Michigan, and a partner and co-founder of the RBL Group. He has published 15 books and consulted and done research with over half the Fortune 200 companies. He has been ranked by Business Week as the #1 management educator and listed in Forbes as one of the "world's top five" business coaches.
Patrick M. Wright is William J. Conaty GE Professor of Strategic Human Resources at Cornell University, USA. He has published widely in leading international journals and worked with a number of the world's leading firms in their efforts to align HR with business strategy.
Dave Ulrich is a Professor of Business at the Ross School of Business, University of Michigan, and a partner and co-founder of the RBL Group. He has published 15 books and consulted and done research with over half the Fortune 200 companies. He has been ranked by Business Week as the #1 management educator and listed in Forbes as one of the "world's top five" business coaches.
Content
Part 1: Introduction 1. Introduction Part 2: Analytical Frameworks 2. Beyond HR: Extending the Paradigm through a Talent Decision Science 3. The Employment Relationship in Strategic HRM 4. Critical Perspectives on Strategic HRM Part 3: The External Environment of SHRM 5. Foundations for Understanding the Legal Environment of HRM in a Global Context 6. New Organisational Structures and Forms 7. Changing Labour Markets and the Future of Work Part 4: The Strategic Role of HR 8. The Knowledge Underpinning HR Strategy 9. The Pursuit of HR's Core Purpose: The Practical Doing of Strategic HRM 10. Managing Strategic Change Part 5: The HR Function 11. HR Competences that Make a Difference 12. Next Evolution of the HR Organization Part 6: Areas of Practice 13. Recruitment and Selection 14. Compensation 15. Strategic Performance Management: Issues and Trends 16. Strategic Training and Development 17. Collaborative Teams 18. Employee Engagement Part 7: The Capability-building Perspective 19. Leadership Development/Talent Management 20. Human Resources, Organizational Resources, and Capabilities 21. Options for Human Capital Acquisition Part 8: Changing Contexts 22. The Changing Context for HR 23. Research at the Intersection of Strategic Human Resource Management and Entrepreneurship 24. Identifying and Developing Global Leaders Part 9: Regions 25. Managing Human Resources in India 26. HRM in China 27. Managing Human Resources in Africa - Emergent Market Challenges Part 10: Performance Outcomes 28. HRM, the Workforce, and the Creation of Economic Value 29. The Effect of Organizational Change on Managers' Experience of their Working Lives 30. Linking Human Resource Management and Customer Outcomes