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Introduction viii
Acknowledgements xii
The goals of human resource management 1
Defining human resource management 1
What are the goals of HRM? 10
Strategic tensions and problems in HRM 20
Summary and structure of the book 28
Connecting strategy and human resource management
Strategy and the process of strategic management 33
Defining strategy 33
The process of strategic management 44
Improving strategic management processes 50
Conclusions 54
Strategic HRM: 'best fit' or 'best practice'? 56
Defining 'strategic HRM' and HR strategy 57
Strategic HRM: the 'best fit' school 61
Strategic HRM: the 'best practice' school 73
Conclusions: reconciling 'best fit' and 'best practice' 82
Strategic HRM and the resource-based view of the firm 85
The resource-based view: origins and assumptions 86
Resources and barriers to imitation 88
Applying the resource-based view 94
The RBV and human resource strategy 100
Conclusions 107
Managing work and people: searching for generalprinciples
Work systems and the changing economics of production 111
Work systems in manufacturing 113
Globalisation, market reform and production offshoring 126
Work systems in services and the public sector 131
Conclusions 140
Managing employee voice 142
The growth and changing contours of employee voice 144
What are the impacts of employee voice systems? 154
Trade unions and change in employee voice 158
Management style in employee relations 165
Conclusions 169
Managing individual performance and commitment 171
The performance equation 172
Managing employee ability 175
Managing employee motivation 183
Conclusions 199
Linking HR systems to organisational performance 201
HR systems and organisational patterns in HR strategy 201
The 'black box' problem: links between HRM and performance 215
Conclusions 224
Managing people in dynamic and complex business contexts
Human resource strategy and the dynamics of industry-based competition 229
Industry dynamics: cycles of stability and change 230
HR strategy and industry dynamics 235
Conclusions 249
Corporate human resource strategy in the global economy 251
Strategy, structure and the divisionalised company 254
The HR implications of divisionalisation 259
From M-form to N-form? 265
The HR implications of mergers and acquisitions 269
Conclusions 277
Conclusions and implications 279
The main themes of this book 279
Can strategic planning be a valuable resource in the firm? 287
The design of HR planning processes 290
Seeking integration: HR planning and the new management accounting 296
Conclusions 307
References 309
Author index 335
Subject index 342
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