Published by FT Publishing International (March 15, 2007) © 2007
Mark Saunders | Mike Millmore | Philip Lewis | Adrian Thornhill | Trevor MorrowBrief Table of Contents
Chapter 1 – Strategy and Human Resource Management
Chapter 2 - Strategic Human Resource Management (SHRM): a vital piece in the jigsaw of organisational success?
Chapter 3 – SHRM in a changing and shrinking world: internationalisation of business and the role of SHRM.
Chapter 4 - Evaluating Strategic Human Resource Management: why bother and does it really happen in practice?
Chapter 5 – The role of organisational structure in SRHM: the basis for effectiveness?
Chapter 6 - Relationships between Culture and Strategic Human Resource Management: do values have consequences?
Chapter 7 - Strategic Human Resource Planning – the weakest link?
Chapter 8 - Strategic Recruitment & Selection: much ado about nothing?
Chapter 9 - Performance Management: so much more than annual appraisal
Chapter 10 - Strategic Human Resource Development (SHRD): pot of gold or chasing rainbows?
Chapter 11 - Strategic Reward Management: Cinderella is on her way to the ball
Chapter 12 - Managing the Employment Relationship: Strategic Rhetoric and Operational Reality
Chapter 13 - Diversity Management: concern for legislation, concern for strategy?
Chapter 14 - Downsizing: proactive strategy or reactive workforce reduction?