What is Strategic Human Resource Management, 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 Strategic Human Resource Management. Broken into four distinct parts, the book addresses the context, theories, themes, and future of managing people strategically. Tata Motors, Samsung, Pizza Express, and Deliveroo make up some of the case studies and examples that feature across the book, 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 Strategic Human Resource Management, so frequent Critical Reflection boxes, Review Questions, and questions or activities to accompany every case study ensure students are challenged to engage with the subject critically and reflectively, and consider their own evaluations of the essential theories and the strategic practices adopted by different organizations. Global case studies and an opening chapter dedicated to the global context of Strategic Human Resource Management challenge the dominant Western perspective and provide a rounded and adaptable view of Strategic Human Resource Management.

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, allowing all students to benefit from the book's ideal balance between the latest academic theory and contemporary, real-world practice.

This title is available as an eBook. Visit VitalSource for more information or to purchase.

Part 1: The context of SHRM
1: The global context of SHRM
2: The changing context for SHRM
3: Strategic management and HRM

Part 2: Strategic HRM
4: The strategic role of the HR function
5: HR strategy
6: The foundations of SHRM
7: Resource-based and institutional perspectives on SHRM
8: SHRM and performance

Part 3: Strategic imperatives
9: SHRM and human resource development
10: SHRM and talent management
11: SHRM and employment relations
12: SHRM and employee engagement
13: Knowledge management and SHRM
14: SHRM, business ethics, CSR, and sustainability
15: SHRM and the management of change

Part 3: New forms of SHRM
16: New forms of SHRM

Catherine Bailey - Professor in Work and Employment, King's College London.

David Mankin - Academic consultant specializing in online learning for Kaplan Open Learning and the University of Essex Online.

Clare Kelliher - Professor of Work and Organization, Cranfield School of Management, Cranfield University

Thomas Garavan - Research Professor, Edinburgh Napier University

The book is accompanied by a selection of online resources for students, with:

• Glossary
• Web links

The following resources will be available for lecturers who prescribe Strategic Human Resource Management for their course:

• Additional case studies
• PowerPoint slides
• Seminar activities
• Suggested case study answers
• Figures from the book