Strategic human resource management has been taken up by academics, consultants and practitioners alike. However, the integration of human resource strategy with overall business strategy is often easier in theory than in practice. Armstrong's Handbook of Strategic Human Resource Management provides a bridge between theory and practice, serving as a guide both to formulating human resource strategies and to implementing them.
This completely revised sixth edition examines HRM and SHRM as well as organizational and functional strategies from a practical standpoint. It includes brand new chapters on developing and delivering HR strategy, implementing individual performance strategies, creating and executing a corporate social responsibility strategy as well as a new discussion of international HRM strategies. Full of case studies, checklists and practical examples, Armstrong's Handbook of Strategic Human Resource Management is an indispensable resource for all those who are involved in putting complex strategy into practice to effect positive and productive change. Online supporting resources include lecture slides, an instructor's manual and a student's manual complete with a bibliography and glossary.
the perfect book for HR students to follow and revise with [and] for HR practitioners to dip into and reflect on the issues they are facing, how to classify them and what frameworks to move forward with in addressing them.... Michael confronts all of the major HR debates of the day - the ethical dilemmas of modern HRM; the mistakenly elitist impression that 'talent management' is only about developing your high-fliers; the 'say:do' and 'rhetoric: reality' gaps commonly evident due to insufficient attention to practical implementation and the line managers entrusted with it....Expertly summarising the debates on the different definitions of HRM strategy and even those who deny the concept's practical existence, Michael's well-evidenced and cautionary conclusion is to remember that HR strategy is a process, a 'pattern in a stream of decisions', not a document, event or intervention...HRM has become something that organisations do rather than a philosophy, the process of managing people.