Strategic Human Resource Management: A Guide to Action, Fourth Edition | by Michael Armstrong | ISBN: 9780749453756. Organization Development Strategy. Corporate Social Responsibility Strategy. Employee Engagement Strategy. Human Capital Management Strategy. Learning and Development Strategy

March 4, 2010 by kutenk · 1 Comment
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Strategic Human Resource Management: A Guide to Action, Fourth Edition

by Michael Armstrong
ISBN:9780749453756

Presenting HR strategies that have been formulated and developed by practitioners, academics, and consultants, this work demonstrates how they can be implemented in line with business objectives to effect positive and productive change.

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Strategic Human Resource Management—A Guide to Action, 4th Edition







Introduction
Part 1 – The Conceptual Framework of Strategic HRM
Chapter 1 – The Concept of Human Resource Management

HRM DEFINED
HUMAN RESOURCE SYSTEMS
AIMS OF HRM
CHARACTERISTICS OF HRM
RESERVATIONS ABOUT HRM




Chapter 2 – The Concept of Strategy
OVERVIEW
STRATEGY DEFINED
THE CONCEPT OF STRATEGY
THE FORMULATION OF STRATEGY

Chapter 3 – The Concept of Strategic Human Resource Management
STRATEGIC HRM DEFINED
BASIS OF STRATEGIC HRM
PRINCIPLES OF STRATEGIC HRM
AIMS OF STRATEGIC HRM
CONCEPTS OF STRATEGIC HRM
PERSPECTIVES ON STRATEGIC HRM
THE BEST-PRACTICE APPROACH
THE BEST-FIT APPROACH
BUNDLING
THE REALITY OF STRATEGIC HRM
PRACTICAL IMPLICATIONS OF STRATEGIC HRM THEORY

Part 2 – The Practice of Strategic HRM
Chapter 4 – HR Strategies
OVERVIEW
WHAT ARE HR STRATEGIES?
WHAT IS THE PURPOSE OF HR STRATEGIES?
OVERALL HR STRATEGIES
SPECIFIC HR STRATEGIES
CRITERIA FOR AN EFFECTIVE HR STRATEGY
HOW SHOULD HR STRATEGIES BE DEVELOPED?
DEVELOPING HR STRATEGIES
IMPLEMENTING HR STRATEGIES

Chapter 5 – The Strategic Role of HR
THE STRATEGIC NATURE OF HR
THE STRATEGIC PARTNER MODEL
WHAT BEING STRATEGIC MEANS
THE STRATEGIC ROLE OF HR DIRECTORS
THE STRATEGIC ROLE OF HEADS OF HR FUNCTIONS
THE STRATEGIC ROLE OF HR BUSINESS PARTNERS
THE STRATEGIC CONTRIBUTION OF HR ADVISERS OR ASSISTANTS

Chapter 6 – The Impact of Strategic HRM
HOW HR IMPACTS ON ORGANIZATIONAL PERFORMANCE
HOW STRATEGIC HRM CONCEPTS IMPACT ON PRACTICE

Chapter 7 – Strategic HRM in Action
OVERVIEW
FORMULATING HR STRATEGY
THE CONTENT OF HR STRATEGIES
CORPORATE ISSUES
ACHIEVING INTEGRATION
WHAT ARE THE MOST CHARACTERISTIC FEATURES OF STRATEGIC HRM IN ACTION?

Part 3 – HR Strategies
Chapter 8 – Human Capital Management Strategy

OVERVIEW
AIMS OF HUMAN CAPITAL MANAGEMENT
THE LINK BETWEEN HCM AND BUSINESS STRATEGY
DEVELOPING A HUMAN CAPITAL MANAGEMENT STRATEGY
CONCLUSIONS: THE ROLE OF HUMAN CAPITAL MANAGEMENT STRATEGY

Chapter 9 – High-Performance Strategy
OVERVIEW
HIGH-PERFORMANCE WORK SYSTEM DEFINED
CHARACTERISTICS OF A HIGH-PERFORMANCE WORK SYSTEM
COMPONENTS OF AN HPWS
IMPACT OF HIGH-PERFORMANCE WORK SYSTEMS
DEVELOPING A HIGH-PERFORMANCE STRATEGY

Chapter 10 – Corporate Social Responsibility Strategy
OVERVIEW
STRATEGIC CSR DEFINED
CSR ACTIVITIES
THE RATIONALE FOR CSR
DEVELOPING A CSR STRATEGY




Chapter 11 – Organization Development Strategy
ORGANIZATION DEVELOPMENT DEFINED
OD STRATEGIES
ASSUMPTIONS AND VALUES OF OD
ACTIVITIES INCORPORATED IN THE OD STRATEGY
STRATEGIES FOR ORGANIZATIONAL TRANSFORMATION




Chapter 12 – Employee Engagement Strategy
OVERVIEW
ENGAGEMENT AND ORGANIZATIONAL COMMITMENT
THE SIGNIFICANCE OF ENGAGEMENT
ENGAGEMENT AND DISCRETIONARY BEHAVIOUR
WHAT IS AN ENGAGED EMPLOYEE?
WHAT ARE THE FACTORS THAT INFLUENCE ENGAGEMENT?
STRATEGIES FOR ENHANCING ENGAGEMENT
MEASURING ENGAGEMENT

Chapter 13 – Knowledge Management Strategy
THE PROCESS OF KNOWLEDGE MANAGEMENT
SOURCES AND TYPES OF KNOWLEDGE
APPROACHES TO THE DEVELOPMENT OF KNOWLEDGE MANAGEMENT STRATEGIES
STRATEGIC KNOWLEDGE MANAGEMENT ISSUES
COMPONENTS OF A KNOWLEDGE MANAGEMENT STRATEGY

Chapter 14 – Employee Resourcing Strategy
THE OBJECTIVE OF EMPLOYEE RESOURCING STRATEGY
THE STRATEGIC HRM APPROACH TO RESOURCING
INTEGRATING BUSINESS AND RESOURCING STRATEGIES
BUNDLING RESOURCING STRATEGIES AND ACTIVITIES
THE COMPONENTS OF EMPLOYEE RESOURCING STRATEGY
HUMAN RESOURCE PLANNING
EMPLOYEE VALUE PROPOSITION
RESOURCING PLANS
RETENTION STRATEGY
FLEXIBILITY STRATEGY

Chapter 15 – Talent Management Strategy
TALENT MANAGEMENT DEFINED
THE PROCESS OF TALENT MANAGEMENT
DEVELOPING A TALENT MANAGEMENT STRATEGY

Chapter 16 – Learning and Development Strategy
STRATEGIC HUMAN RESOURCE DEVELOPMENT (SHRD)
STRATEGIES FOR CREATING A LEARNING CULTURE
ORGANIZATIONAL LEARNING STRATEGIES
LEARNING ORGANIZATION STRATEGY
INDIVIDUAL LEARNING STRATEGIES

Chapter 17 – Reward Strategy
REWARD STRATEGY DEFINED
WHY HAVE A REWARD STRATEGY?
CHARACTERISTICS OF REWARD STRATEGIES
THE STRUCTURE OF REWARD STRATEGY
THE CONTENT OF REWARD STRATEGY
GUIDING PRINCIPLES
DEVELOPING REWARD STRATEGY
EFFECTIVE REWARD STRATEGIES
REWARD STRATEGY AND LINE MANAGEMENT CAPABILITY

Chapter 18 – Employee Relations Strategy
EMPLOYEE RELATIONS STRATEGY DEFINED
CONCERNS OF EMPLOYEE RELATIONS STRATEGY
STRATEGIC DIRECTIONS
THE BACKGROUND TO EMPLOYEE RELATIONS STRATEGIES
THE HRM APPROACH TO EMPLOYEE RELATIONS
POLICY OPTIONS
FORMULATING EMPLOYEE RELATIONS STRATEGIES
PARTNERSHIP AGREEMENTS
EMPLOYEE VOICE STRATEGIES

Part 4 – The Strategic HR Toolkit
Chapter 19 – Strategic Human Resource Management Toolkit
References






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