Strategy and human resource management / Peter Boxall and John Purcell.

ISBN:

9781137407634

Title:

Author:

Boxall, Peter F. author.

Personal Author:

Boxall, Peter F. author.

Edition:

4th edition.

Physical Description:

xiv, 353 pages ; 24 cm.

Series:

Management, work and organisations

General Note:

Revised edition of Strategy and human resource management, 2011.

Contents:

PART I: CONNECTING STRATEGY AND HUMAN RESOURCE MANAGEMENT 1. The Goals of Human Resource Management-- 2. Strategy and the Process of Strategic Management -- 3. Strategic HRM: 'Best Fit' or 'Best Practice'? -- 4. Strategic HRM and Sustained Competitive Advantage -- PART II: MANAGING WORK AND PEOPLE: SEARCHING FOR GENERAL PRINCIPLES5. Work Systems and the Changing Economics of Production -- 6. Managing Employee Voice -- 7. Managing Individual Employment Relationships -- 8. Linking HR Systems to Organisational Performance -- PART III: MANAGING PEOPLE IN DYNAMIC AND COMPLEX BUSINESS CONTEXTS 9. Human Resource Strategy and the Dynamics of Industry-based Competition -- 10. Human Resource Strategy in Multinational Firms Conclusions and Implications.

Subject Term:

Personnel management.

Human capital.

Organizational effectiveness.

Added Author:

Purcell, John, 1945-,

Format:

Books

Publication Date:

2016

Publication Information:

London ;

New York, NY :

Palgrave,

2016.

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Shelf Number	Material Type	Copy	Shelf Location	Status
658.301 BOX	Book	1	Standard shelving location	Searching... Unknown

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Summary

This market-leading and pioneering core textbook outlines the essential principles in strategic HRM and provides students with an understanding of how HR strategies vary across a variety of contexts. Presented in a clear and accessible style, it links HRM theory with practice to demonstrate the role HRM should play in organisational performance. In examining the impact of HR strategy on organisational success and how this is affected by key organisational, industry and societal factors, it provides a nuanced and multi-layered perspective on this significant discipline. Redefining the framework developed in previous editions, this engaging textbook has been thoroughly updated with cutting edge research and it continues to challenge students, academics and practitioners to approach HRM from a strategic perspective.Written by world-leading experts with a combined wealth of industry, research and teaching experience, Strategy and Human Resource Management is an essential core textbook for upper-level undergraduate, postgraduate and MBA students, as well as practitioners interested in the key role that HRM plays in business success.New to this Edition:- Fully revised, with all material rigorously reviewed and updated- An enhanced analysis of the general principles in strategic HRM- More in-depth coverage of HR strategy in the 'mega contexts' of manufacturing, services, multidivisional firms, and multinationalsAccompanying online resources for this title can be found at bloomsburyonlineresources.com/strategy-and-human-resource-management. These resources are designed to support teaching and learning when using this textbook and are available at no extra cost.

Author Notes

Peter Boxall is Professor of Human Resource Management and Associate Dean of Research at the University of Auckland Business School, New Zealand.John Purcell is Visiting Professor at the School of Management, Bath University, UK. Until 2015 he held the position of the Deputy Chairman of the UK's Central Arbitration Committee for 15 years.

List of boxes, figures and tables	p. viii
Introduction	p. x
Acknowledgements	p. xiii
Part 1 Foundations
1 Human resource management: what and why?	p. 3
Fundamental characteristics of HRM	p. 3
Strategic goals and tensions in HRM	p. 7
Discerning and describing HR strategies	p. 25
Conclusions	p. 28
2 Strategy and strategic management	p. 31
Strategic problems and the strategies of firms	p. 31
Strategy and the life cycle of the firm	p. 41
The process of strategic management	p. 46
Conclusions	p. 53
Part 2 General principles
3 Strategic HRM: 'best fit' or 'best practice'?	p. 57
Strategic HRM: the best-fit school	p. 58
Strategic HRM: the best-practice school	p. 72
Conclusions	p. 79
4 Strategic H RM and sustained competitive advantage	p. 82
The resource-based view of the firm	p. 82
Competences and dynamic capabilities	p. 90
HR strategy and sustained advantage	p. 96
Conclusions	p. 102
5 Building a workforce: the challenge of interest alignment	p. 104
Talent management: building and renewing a workforce	p. 105
Job quality and organisational attractiveness	p. 115
Conclusions	p. 130
6 Management power, employee voice and social legitimacy	p. 132
The contested nature and changing contours of employee voice	p. 133
What are the impacts of employee voice systems?	p. 143
Management style in employee relations	p. 148
Conclusions	p. 151
7 Workforce performance and the 'black box' of HRM	p. 154
The AMO mode! of performance	p. 155
Analysing the management process in HRM	p. 161
Conclusions	p. 175
Part 3 Specific contexts
8 HR strategy in manufacturing	p. 179
Manufacturing and its impacts on models of HRM	p. 180
Globalisation and HR strategies in manufacturing	p. 191
Lean production and HRM	p. 196
Conclusions	p. 200
9 HR strategy in services	p. 202
What's different about services?	p. 202
HR strategy in private sector services	p. 205
HR strategy in public sector services	p. 216
Conclusions	p. 226
10 HR strategy in multidivisional firms	p. 228
Structure and control in multidivisional firms	p. 229
The implications of private equity for the multidivisional company	p. 234
Challenges for HR strategy in the multidivisional company	p. 239
Conclusions	p. 249
11 HR strategy in multinational firms	p. 251
The growth of multinational firms	p. 251
Multinational strategies, structures and value chains	p. 253
What's different about HR strategy in the multinational firm?	p. 261
Conclusions	p. 271
12 Final thoughts: main themes and next steps	p. 274
The main themes of this book	p. 274
Developing a 'more strategic approach' to HRM	p. 288
Conclusions	p. 300
References	p. 302
Author index	p. 333
Subject index	p. 344

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Table of Contents