Strategic human resource management:
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Oxford
Oxford Univ. Press
2012
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXIII, 357 S. graf. Darst. 25 cm |
Internformat
MARC
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| 020 | |z 9780199583065 |9 978-0-19-958306-5 | ||
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| 100 | 1 | |a Bailey, Catherine |e Verfasser |0 (DE-588)142273422 |4 aut | |
| 245 | 1 | 0 | |a Strategic human resource management |c Catherine Truss; David Mankin; Clare Kelliher |
| 264 | 1 | |a Oxford |b Oxford Univ. Press |c 2012 | |
| 300 | |a XXIII, 357 S. |b graf. Darst. |c 25 cm | ||
| 336 | |b txt |2 rdacontent | ||
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| 650 | 0 | 7 | |a Humanvermögen |0 (DE-588)4240300-5 |2 gnd |9 rswk-swf |
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| 700 | 1 | |a Mankin, David |e Verfasser |4 aut | |
| 700 | 1 | |a Kelliher, Clare |e Verfasser |4 aut | |
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| 999 | |a oai:aleph.bib-bvb.de:BVB01-024755444 | ||
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Datensatz im Suchindex
| _version_ | 1804148847455240192 |
|---|---|
| adam_text | Outline
contents
Preface
xiii
Acknowledgements
xvii
Guide to the Book
xx
Guide to the Online Resource Centre
xxii
PARTI The context of SHRM
1
The global context of strategic human resource management
3
2
The changing context for SHRM
23
3
Strategic management
42
PART
2
Strategic
H RM
4
The strategic role of the
HR
function
63
5
The foundations of SHRM
84
6
Resource-based and institutional perspectives on SHRM
102
7
H R
strategy
119
8
SHRM and performance
139
PART3 Strategic imperatives
9
SHRM and human resource development
163
10
SHRM and talent management
183
11
SHRM and employment relations
201
12
Employee engagement
219
13
Knowledge management and SHRM
236
14
SHRM and corporate social responsibility
253
15
SHRM and the management of change
271
V¡
OUTLINE CONTENTS
PART
4
New forms of SHRM
16
New forms of SHRM
Glossary
309
References
315
Index
341
Detailed contents
Preface
xiii
Acknowledgements
xvii
Guide to the Book
xx
Guide to the Online Resource Centre
xxii
PARTI The context of SHRM
1
The global context of strategic human resource management
3
1.1
Introduction
3
1.2
Globalization
5
1.3
The relationship between globalization and free-market capitalism
9
1.4
The impact of globalization on organizations
11
1.5
The implications of globalization for HR
15
Conclusion
20
2
The changing context for SHRM
23
2.1
Introduction
23
2.2
The global labour market
24
2.3
The changing character of the workforce
28
2.4
The changing nature of work
32
2.4.1
The growth of service work
32
2.5
Workplace flexibility
35
2.6
Changes to management practices
37
Conclusion
38
3
Strategic management
42
3.1
Introduction
42
3.2
What is strategy?
44
3.3
Strategic management
48
3.4
Competitive advantage
50
3.5
Strategic alignment
53
3.6
International trends
55
Conclusion
56
VIU
DETAILED
CONTENTS
PART
2
Strategic HRM
4
The strategic role of the HR function
63
4 1
Introduction
63
4.2
The scope of the HR function
64
4.3
Typologies of
H R
functional roles
67
4.3.1
Legge s
(1978)
HR innovator model
67
4.3.2
Tyson and Fell s
(1986)
building site model
69
4.3.3
Storey s
(1992)
strategic/tactical model
69
4.3.4
Ulrich s
(1
997a) HR Champion model
70
4.3.5
Ulrich
and Brockbank s (2005a) updated model
72
4.3.6
Caldwell s
(2001)
change matrix
72
4.3.7
Summary and implications
75
4.4
HR roles: tensions and ambiguities
76
4.5
Structuring the
H R
department
77
4.5.1
Structural choices
77
4.5.2
Outsourcing and shared service centres
78
Conclusion
81
5
The foundations of SHRM
84
5.1
Introduction
84
5.2
The development of SHRM
85
5.3
What is SHRM?
86
5.4
Universalist
approaches to SHRM
90
5.4.1
Best-practice approaches
90
5.4.2
Configurational approaches
92
5.4.3
Critiques of the
universalist
approach
92
5.5
Contingency approaches to SHRM
95
5.5.1
Critiques of the contingency approach
97
Conclusion
99
6
Resource-based and institutional perspectives on SHRM
102
6.1
Introduction
102
6.2
Origins of the RBV of the firm 103
6.2.1
Definitions within the RBV
104
6.3
Application of the RBV to SHRM 107
6.3.1
Human capital advantage
Ю7
6.3.2
Advantage through core competencies and capabilities
108
6.3.3
Social capital advantage
Ю8
6.3.4
Human process advantage
6.3.5
Human systems advantage
^09
6.3.6
Summary
09
6.4
Critiques of the RBV
Ί
] °
6.5
Extending the RBV 112
6.5.1
New
institutionalist
perspectives
DETAILED
CONTENTS
¡X
6.5.2
Resource dependency approaches
114
6.5.3
The complex RBV
114
Conclusion
116
7
H R
strategy
119
7.1
Introduction
119
7.2
What is an
H R
strategy?
120
7.3
HR
strategy: content issues
121
7.4
HR strategy: process issues
126
7.5
HR strategy: implementation issues
131
7.5.1
The role of line managers
133
Conclusion
136
8
SHRM and performance
139
8.1
Introduction
139
8.2
Findingsof research on the impact of SHRM on performance
141
8.2.1
Huselid(1995)
143
8.2.2
West
et al
(2002) 143
8.2.3
Purcell
et al
(2003) 143
8.2.4
Gooderhametal(2008)
144
8.2.5
Nishii etal(2008)
144
8.2.6
Collins
and Smith
(2006) 145
8.2.7
Boselie
et al
(2003) 145
8.3
Evaluation of
H RM-performance
research
146
8.4
The practicalities of measuring SHRM outcomes
151
8.4.1
H R
data
151
8.4.2
Boudreau and Ramstad s
(2007)
LAMP model
153
8.4.3
The
H R
Balanced Scorecard
154
8.4.4
Issues
¡n H R
measurement
155
Conclusion
156
PART
3
Strategic imperatives
9
SHRM and human resource development
163
9.1
Introduction
163
9.2
The theory and practice of HRD: formal and informal learning
167
9.3
The theory and practice of HRD: career development and
organization development
171
9.4
Strategic options for HRD
173
9.4.1
Learning as socialization
174
9.4.2
Devolved informal learning
175
9.4.3
Empowered informal learning
176
9.4.4
Engineering of learning
176
Conclusion
179
DETAILED CONTENTS
10
SHRM and talent management
183
10.1
Introduction 183
10.2
The strategic dimension of talent management
186
10.3
The role of HR and SHRM
187
10.4
Evaluating the effectiveness of talent management
194
Conclusion
197
11
SHRM and employment relations
201
11.1
Introduction
201
11.2
Employment relations
202
11.2.1
Perspectives on the employment relationship
203
11.3
Choice in managing employment relations
204
11.4
Legal regulation
209
11.5
Employee voice
211
11.5.1
Implementing employee voice
214
Conclusion
215
12
Employee engagement
219
12.1
Introduction
219
12.2
What is employee engagement?
220
12.3
Comparing employee engagement with other constructs
225
12.4
The outcomes and consequences of engagement
226
12.5
The drivers or antecedents of engagement
228
12.5.1
Individual-level variables
229
12.5.2
Job-related variables
229
12.5.3
Line manager behaviour
230
12.5.4
Employer/organizational factors
230
12.6
Implications for HR professionals
232
Conclusion
233
13
Knowledge management and SHRM
236
13.1
Introduction
236
13.2
Knowledge
238
13.3
Knowledge management
240
13.4
Knowledge sharing
243
13.5
SHRM and KM
244
Conclusion
250
14
SHRM and corporate social responsibility 253
14.1
Introduction
253
14.2
Global trends 255
14.3
Business ethics
257
14.4
Corporate social responsibility 258
DETAILED CONTENTS
XI
14.5
SHRM and CSR
Conclusion
15
SHRM and the management of change
15.1
Introduction
15.2
Understanding change
15.3
Models of planned change
15.3.1
Best-practice models
15.3.2
Analytical models
15.4
Emergent and
processual
change
15.5
H R
professionals and change management
15.5.1
H
R s dilemmas
15.6
Managing personal transitions
15.6.1
Resistance to change
15.7
Communication during change
15.8
Why does change often fail?
Conclusion
263
267
271
271
272
274
274
275
278
278
280
281
284
284
288
289
PART
4
New forms of SHRM
Ί6
New forms of SHRM
16.1
Introduction
16.2
The future for SHRM
16.2.1
Scenario
1
-corporate is king
16.2.2
Scenario 2-the green world
16.2.3
Scenario
3—
small is beautiful
16.3
The professional association (CIPD) view
16.3.1
Future-proofing organizations
16.3.2
An insight-driven approach to
H R
16.3.3
Becoming partners and provocateurs
16.4
Other influences
16.4.1
Regional and national policy
16.4.2
International strategies
16.4.3
Outsourcing the
H R
function
16.4.4
Private equity finance
Conclusion
295
295
296
297
298
299
301
301
302
303
304
304
305
305
306
307
Glossary
References
Index
309
315
341
|
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| spelling | Bailey, Catherine Verfasser (DE-588)142273422 aut Strategic human resource management Catherine Truss; David Mankin; Clare Kelliher Oxford Oxford Univ. Press 2012 XXIII, 357 S. graf. Darst. 25 cm txt rdacontent n rdamedia nc rdacarrier Strategisches Management (DE-588)4124261-0 gnd rswk-swf Personalentwicklung (DE-588)4121465-1 gnd rswk-swf Humanvermögen (DE-588)4240300-5 gnd rswk-swf Strategisches Management (DE-588)4124261-0 s Personalentwicklung (DE-588)4121465-1 s Humanvermögen (DE-588)4240300-5 s 1\p DE-604 Mankin, David Verfasser aut Kelliher, Clare Verfasser aut Digitalisierung UB Bamberg application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=024755444&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Bailey, Catherine Mankin, David Kelliher, Clare Strategic human resource management Strategisches Management (DE-588)4124261-0 gnd Personalentwicklung (DE-588)4121465-1 gnd Humanvermögen (DE-588)4240300-5 gnd |
| subject_GND | (DE-588)4124261-0 (DE-588)4121465-1 (DE-588)4240300-5 |
| title | Strategic human resource management |
| title_auth | Strategic human resource management |
| title_exact_search | Strategic human resource management |
| title_full | Strategic human resource management Catherine Truss; David Mankin; Clare Kelliher |
| title_fullStr | Strategic human resource management Catherine Truss; David Mankin; Clare Kelliher |
| title_full_unstemmed | Strategic human resource management Catherine Truss; David Mankin; Clare Kelliher |
| title_short | Strategic human resource management |
| title_sort | strategic human resource management |
| topic | Strategisches Management (DE-588)4124261-0 gnd Personalentwicklung (DE-588)4121465-1 gnd Humanvermögen (DE-588)4240300-5 gnd |
| topic_facet | Strategisches Management Personalentwicklung Humanvermögen |
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