000			04130nam a2200349Ia 4500
001			2854
008			230305s2012 xx 000 0 und d
020			_a9780198705406
040			_ctbs
041			_aeng
043			_aen_UK
050			_aHF5549 _b.B227 2018
100			_aBailey, Catherine _q(Catherine Truss) _911032 _eauthor
245		0	_aStrategic human resource management _c/ Catherine Bailey, David Mankin, Clare Kelliher, Thomas Garavan,
250			_aSecond edition.
260			_bOxford : Oxford University Press, 2018.
300			_axvii, 398 pages : illustrations, charts (some color) ; 25 cm.
505			_aPt. 1. The context of strategic human resource management — 1. The global context of strategic human resource management — 2. The changing context for strategic human resource management — 3. Strategic management and strategic human resource management — pt. 2. Strategic human resource management — 4. The strategic role of the human resource function — 5. Human resource strategy — 6. The foundations of strategic human resource management — 7. Resource-based and institutional perspectives on strategic human resource management — 8. Strategic human resource management and performance — pt. 3. Strategic imperatives — 9. Strategic human resource development — 10. Strategic human resource management and talent management — 11. Strategic human resource management and employment relations — 12. Strategic human resource management and employee engagement — 13. Strategic human resource management and knowledge management — 14. Strategic human resource management, business ethics, corporate social responsibility, and sustainability — 15. Strategic human resource management and change management — pt. 4. New forms for strategic human resource management 16. New forms of strategic human resource management — Index.
520			_aWhat is strategic HRM, and how do you apply it in business? What makes good HR strategy, and how do you develop it? What are the key issues that need to be considered when creating, developing, and embedding a strategic approach to managing people? These are the fundamental questions asked by HR professionals and tackled in this innovative and comprehensive textbook. Drawing on the latest academic research, the well-respected author team take a reliably thematic approach to SHRM. Broken into four distinct parts, the book addresses the context, theories, themes, and future of managing people strategically. Case studies and examples include Tata Motors, Samsung, Pizza Express, and Deliveroo, ensuring that theoretical discussion is always linked to practical application. New "Strategic HRM in Action" boxes take this one step further by presenting students with a scenario in which they themselves can make strategic decisions and reflect on their own evaluation of real-life business practices. Critical thinking is essential in SHRM, so frequent "Critical Reflection" boxes, Review Questions, and questions accompany every case study ensure students are challenged to engage with the subject critically and reflectively. Global case studies and an opening chapter dedicated to the global context of SHRM challenge the dominant Western perspective and provide a rounded and adaptable view of SHRM. A user-friendly structure and wide range of learning features, including learning objectives, key concept boxes, and summaries, ensure the text remains accessible, even for those completely new to SHRM.
526			_aBibliography from B3 Strategic HRM 1 & 2
590			_bIncludes bibliographical references (p. [315]-339) and index.
650		0	_aPersonnel management _vTextbooks _911029
650			_aStrategic planning _xTextbooks _911030
650		0	_aPersonnel management _9680
650			_aOrganizational effectiveness _92451
650		0	_aHuman capital _94597
653			_aBibliography B3 FC - Human Resources Management Part 1
700			_aKelliher, Clare _d1962- _eauthor _911031
700			_aMankin, David _d1955- _eauthor _911033
700			_aGaravan, Thomas N. _eauthor _923472
942			_2lcc
999			_c2412 _d2412