What 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. ONLINE RESOURCES For Students: *Glossary *Web links For Instructors: *Additional case studies *PowerPoint slides *Seminar activities *Suggested case study answers *Figures from the book

Strategic Human Resource Management

Business & Money

Bailey, Catherine

Mankin, David

Kelliher, Clare

Garavan, Thomas

Human Resources

Oxford University Press

Assuming no prior knowledge or experience, this textbook provides an up to date introduction to the key concepts and issues within the field of learning and development. Blending key theories and concepts with a practical approach, the text covers the core areas that line managers and HRD practitioners need to know in order to design, implement and evaluate formal training interventions. In addition to these core areas, more contemporary issues such as learning and development within small and medium sized enterprises, and the sharing and management of knowledge are outlined. The textbook draws on a wide range of features to ensure and encourage learning and understanding. Within each chapter key concepts are introduced at the start of each chapter; other features include "hints and tips" boxes, "practitioner perspectives", and end of chapter case studies, and chapter revision questions. There is also a supporting online resource centre providing resources for students and lecturers. Online Resource Centre For students Annotated web link updates to Government Policy and initiatives Annotated web links to professional associations and valuable sources of information Training plan exercise/simulation Examples of real-life plans and evaluations Bullet point outlines for the end of chapter self-assessment questions For lecturers Additional case study material and notes for using the cases All artworks (tables, figures and diagrams)

Human Resource Development

What makes a good HR strategy and how does one develop it? These are just two of the fundamental issues tackled by Strategic Human Resource Management, an innovative new text ideal for undergraduate and graduate courses in Strategic Human Resources Management (SHRM). Drawing from the latest academic research and industry insights, authors Catherine Truss, David Mankin, and Clare Kelliher provide students with a comprehensive guide to the theory and practice of managing people strategically. Written in an exceptionally clear style, Strategic Human Resource Management adopts a user-friendly structure composed of four key parts. Part One looks at the concept of SHRM and the relevance of environmental factors; Part Two examines theories and the link between performance, the role of the HR department, and HR strategy; Part Three considers the overarching themes within SHRM, including employee engagement, corporate social responsibility, change management, knowledge management, and talent management; and Part Four identifies new forms of SHRM and key future trends in the field. Packed with original case studies and useful pedagogical features--including end-of-chapter review questions, key concepts, and critical reflection boxes--this unique textbook offers an engaging and insightful approach to all areas of Strategic Human Resource Management. A Companion Website offers resources for both instructors and students.

Truss, Catherine

Management & Leadership

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