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Full Description
The book expounds the macro-level relationship between strategy, HRM, and performance, addressing important challenges that have constrained research and practice to date. Adopting a critical perspective, the first challenge is a narrow definition of 'performance' that has been largely driven by a managerialist, profit motive, with little regard for the human element.
This book proposes adopting a more balanced approach towards measuring performance, encompassing both organizational financial performance as well as employee well-being. The second challenge is that HRM has largely been considered a universalistic phenomenon, rather than needing to be understood in the context in which an organization is operating. The book puts forward the argument for a more context-centric perspective, culminating in the development of the Contextual Strategic Human Resource Management Framework.
The book emphasizes the importance of strategy, alignment, context, the role of actors, and a holistic conceptualisation of performance. Embedded in all chapters is a focus on achieving an appropriate balance between options, rather than providing a universalistic solution to all human resource management challenges.
Contents
1: Introduction
2: HRM and Strategy
3: The More Fits the Better
4: Human Resource Management in Context: An Institutional Perspective
5: HRM and Performance: Achievements and Challenges
6: The Contextual SHRM Framework
7: The Contextual SHRM Framework in Practice
8: Sector Level Application of the Contextual SHRM Model
9: International HRM Perspectives on High-Performing Multinational Corporations
10: HR Profession Roles and Performance
11: Human Resource Delivery and Metrics
12: Reflections for the Future
