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This advanced level core textbook examines the role that HRM and HR managers play in developing processes and practices for high-performance organisations. It is built around a unique conceptual framework that provides a...
This advanced level core textbook examines the role that HRM and HR managers play in developing processes and practices for high-performance organisations. It is built around a unique conceptual framework that provides a clear and coherent structure for the book. Underpinned by recent research in the field and the author’s academic expertise, the book provides an historical overview of the development of strategic HRM as a field of study before bringing the discussion up to date by examining contemporary topics such as sustainable HRM, e-HRM and high-performance work systems. The book extends the focus beyond the firm to include discussions about the role of multiple stakeholders, such as trade unions and governments, to encourage a deeper understanding of the role of national, institutional and cultural issues, as well as other external influences. This is an essential text for postgraduate and MBA students studying modules on Strategic HRM, Advanced HRM, or HRM and Performance Management. It is also an ideal companion for final-year undergraduate modules on specialist HRM degree programmes.
A four-dimensional conceptual framework that guides students of strategic HRM through four key areas: the Instrumental, People, Strategic, and Organisational dimensions
A companion website featuring teaching and learning materials for students and lecturers, including PowerPoint slides, extra study cases and assignments
Grounded in the latest academic research to help students develop an evidence-based HR practice
An array of real-world examples, learning objectives for each chapter, explanations of key concepts and other pedagogical features throughout that enable students to fully understand the link between HRM and organisational success
A managerial approach to developing strategic HR policies and practices
Examples from a wide range of organisations - private, public and non-profit - that bring the theoretical content to life
Introduction PART I: THE INSTRUMENTAL DIMENSION 1. The basic elements of the instrumental dimension 2. Towards a more transparent, legitimate, forward-looking and result driven service 3. The organization of Human Resource Management services PART II: THE PEOPLE DIMENSION 4. Motivation and wellbeing of employees 5. The role of leadership in motivating employees 6. The importance of the social environment PART III: THE STRATEGIC DIMENSION 7. The essence of strategic HRM 8. Four approaches in strategic Human Resource Management 9. Strategic Human Resource Management: vertical as well as horizontal integration PART IV: THE ORGANIZATIONAL DIMENSION 10. Organizational structures and cultures as preconditions for an effective HRM 11. Facilitating organizational designs 12. The organization of the HRM function.
Additional resources to support students are available on the book's companion website, including:
PowerPoint slides
Extra study cases
Assignments
This interesting text covers important issues in HRM and demonstrates how HRM connects with wider management. The chapters will give students not only a good understanding of HRM but also help them to understand how they relate to other areas of management and management practices. – Aditya Kailash Jain, Associate Professor in Human Resource Management, Nottingham University Business School , UK
This insightful textbook is written around the four key dimensions of HRM: strategic, organizational, instrumental, and people. It provides a clear overarching framework for the different roles and functions that HRM and HRD specialists, line managers and all other stakeholders deal with in the workplace. A ‘must have’ book that is illustrated with real-life examples and review questions that prepare students for future challenges in the field of HRM. – Beatrice I.J.M. van der Heijden, Professor of Strategic HRM, Radboud University, the Netherlands
[This textbook is] well written, offering a comprehensive and detailed discussion about the four major roles or dimensions that HR managers and departments can play to add value to their organization. [It is] perfect for students who are completing a master’s degree in HRM. It is not often that a substantive book such as this is produced. – Beverley McNally, Prince Mohammad Bin Fahd University, Saudi Arabia
Alex Vanderstraeten is Professor of Human Resource Management and Organizational Behaviour, and Director of the School for Social Profit and Public Management at the University of Gent, Belgium. His main research topics are strategic HRM, HRM measurement/scorecards and employee performance management, and he has taught on these subjects across the world, in Macedonia, New York, Vienna, the Netherlands, Russia, Vietnam and Taiwan. His research has been published in journals such as International Journal of Human Resource Management, Personnel Review and British Journal of Management.
Alex Vanderstraeten is Professor of Human Resource Management and Organizational Behaviour, and Director of the School for Social Profit and Public Management at the University of Gent, Belgium. His main research topics are strategic HRM, HRM measurement/scorecards and employee performance management, and he has taught on these subjects across the world, in Macedonia, New York, Vienna, the Netherlands, Russia, Vietnam and Taiwan. His research has been published in journals such as International Journal of Human Resource Management, Personnel Review and British Journal of Management.
