Strategic Human Resource Management : A Guide to Action

by Armstrong, Michael

• ISBN13: 9780749453756
• ISBN10: 0749453753
• Edition: 4th
• Format: Paperback
• Copyright: 2008-10-28
• Publisher: Kogan Page Ltd

Summary

Strategic Human Resource Management provides practical guidance on putting complex HR strategies into practice. Presenting HRM strategies that have been formulated and developed by practitioners, academics and consultants, it demonstrates how these can be implemented in a real-world context and in-line with business objectives, in order to effect positive and productive change. Substantially updated, this edition includes new material which reflects important developments in HR strategies linked with those issues which affect HRM on a day to day basis including: Human capital management, corporate social responsibility, organization development, engagement and talent management. A new feature, the Strategic HR Toolkit, provides guidance on developing HR strategy through a strategic review.

Author Biography

Michael Armstrong is a former Chief Examiner of the UK's Chartered Institute of Personnel and Development, joint managing partner of e-reward and an independent management consultant. He has sold over 500,000 books on the subject of HR.

Table of Contents

Introduction
The Conceptual Framework of Strategic HRM
The concept of human resource management	p. 5
HRM defined	p. 5
Human resource systems	p. 8
Aims of HRM	p. 9
Characteristics of HRM	p. 12
Reservations about HRM	p. 17
The concept of strategy	p. 21
Strategy defined	p. 22
The concept of strategy	p. 23
The formulation of strategy	p. 28
The concept of strategic human resource management	p. 33
Strategic HRM defined	p. 33
Basis of strategic HRM	p. 34
Principles of strategic HRM	p. 35
Aims of strategic HRM	p. 35
Concepts of strategic HRM	p. 37
Perspectives on strategic HRM	p. 39
The best-practice approach	p. 40
The best-fit approach	p. 42
Bundling	p. 46
The reality of strategic HRM	p. 48
Practical implications of strategic HRM theory	p. 49
The Practice of Strategic HRM
HR strategies	p. 53
What are HR strategies?	p. 53
What is the purpose of HR strategies?	p. 54
Overall HR strategies	p. 54
Specific HR strategies	p. 59
Criteria for an effective HR strategy	p. 61
How should HR strategies be developed?	p. 62
Developing HR strategies	p. 66
Implementing HR strategies	p. 70
The strategic role of HR	p. 72
The strategic nature of HR	p. 72
The strategic partner model	p. 73
What being strategic means	p. 75
The strategic role of HR directors	p. 76
The strategic role of heads of HR functions	p. 77
The strategic role of HR business partners	p. 78
The strategic contribution of HR advisers or assistants	p. 78
The impact of strategic HRM	p. 79
How HR impacts on organizational performance	p. 79
How strategic HRM concepts impact on practice	p. 85
Strategic HRM in action	p. 86
Formulating HR strategy	p. 86
The content of HR strategies	p. 96
Corporate issues	p. 98
Achieving integration	p. 101
What are the most characteristic features of strategic HRM in action?	p. 104
HR Strategies
Human capital management strategy	p. 107
Aims of human capital management	p. 108
The link between HCM and business strategy	p. 108
Developing a human capital management strategy	p. 109
Conclusions: the role of human capital management strategy	p. 114
High-performance strategy	p. 115
High-performance work system defined	p. 116
Characteristics of a high-performance work system	p. 116
Components of an HPWS	p. 117
Impact of high-performance work systems	p. 117
Developing a high-performance strategy	p. 121
Corporate social responsibility strategy	p. 126
Strategic CSR defined	p. 127
CSR activities	p. 127
The rationale for CSR	p. 128
Developing a CSR strategy	p. 130
Organization development strategy	p. 132
Organization development defined	p. 132
OD strategies	p. 133
Assumptions and values of OD	p. 133
Activities incorporated in the OD strategy	p. 134
Strategies for organizational transformation	p. 136
Employee engagement strategy	p. 140
Engagement and organizational commitment	p. 140
The significance of engagement	p. 141
Engagement and discretionary behaviour	p. 142
What is an engaged employee?	p. 142
What are the factors that influence engagement?	p. 143
Strategies for enhancing engagement	p. 145
Measuring engagement	p. 148
Knowledge management strategy	p. 149
The process of knowledge management	p. 149
Sources and types of knowledge	p. 150
Approaches to the development of knowledge management strategies	p. 151
Strategic knowledge management issues	p. 151
Components of a knowledge management strategy	p. 153
Employee resourcing strategy	p. 154
The objective of employee resourcing strategy	p. 154
The strategic HRM approach to resourcing	p. 155
Integrating business and resourcing strategies	p. 155
Bundling resourcing strategies and activities	p. 156
The components of employee resourcing strategy	p. 156
Human resource planning	p. 157
Employee value proposition	p. 160
Resourcing plans	p. 161
Retention strategy	p. 163
Flexibility strategy	p. 167
Talent management strategy	p. 168
Talent management defined	p. 168
The process of talent management	p. 170
Developing a talent management strategy	p. 173
Learning and development strategy	p. 175
Strategic human resource development (SHRD)	p. 175
Strategies for creating a learning culture	p. 178
Organizational learning strategies	p. 178
Learning organization strategy	p. 180
Individual learning strategies	p. 181
Reward strategy	p. 183
Reward strategy defined	p. 183
Why have a reward strategy?	p. 183
Characteristics of reward strategies	p. 184
The structure of reward strategy	p. 184
The content of reward strategy	p. 185
Guiding principles	p. 188
Developing reward strategy	p. 189
Effective reward strategies	p. 191
Reward strategy and line management capability	p. 192
Employee relations strategy	p. 193
Employee relations strategy defined	p. 193
Concerns of employee relations strategy	p. 194
Strategic directions	p. 194
The background to employee relations strategies	p. 195
The HRM approach to employee relations	p. 195
Policy options	p. 197
Formulating employee relations strategies	p. 197
Partnership agreements	p. 198
Employee voice strategies	p. 200
The Strategic HR Toolkit
Strategic human resource management toolkit	p. 205
References	p. 226
Subject index	p. 241
Author index	p. 246
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