How can strategic HRM make a significant impact to bottom-line performance? This timely book combines an overview of the relevant theory with research evidence and practical guidance as to how human resource practitioners can contribute towards this goal. In addition, the authors have drawn on previously unpublished research to provide authentic voices from real-life managers discussing how they set about developing and implementing HR strategies. The research includes interviews with HR directors and chief executives from a variety of organisations including The Children’s Society, Homebase, Lloyds TSB and the Department of Health. Part I of the book explores the conceptual framework within which strategic HRM takes place. Part II examines the research evidence on the impact of strategic HRM on business performance and outlines the role of the HR function in making that impact. Part III looks at how individual HR strategies add up to strategic HRM, addressing overall organisational issues as well as such specific areas of HR practice as resourcing or employee development. Part IV addresses the practical issues of strategic HRM in action and spells out how HR practitioners can become business partners engaged in improving bottom line performance via strategic HRM.
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