Strategic Human Resource Management: Theory and Practice Book

	Strategic human resource management : defining the field	1
Pt. 1	Strategic human resource management and knowledge	13
1	Human resources and the resource based view of the firm	17
2	The conduct of management and the management of conduct : contemporary managerial discourse and the constitution of the 'competent' manager	40
3	Foucault, power/knowledge, and its relevance for human resource management	58
4	The cognitive perspective on strategic decision-making	78
5	Achieving 'fit' : managers' theories of how to manage innovation	91
Pt. 2	Strategic human resource management and business performance	117
6	The impact of human resource management practices on turnover, productivity, and corporate financial performance	121
7	A critical assessment of the high-performance paradigm	147
8	Performance-related pay	177
Pt. 3	The emergence of new organizational forms and relationships	185
9	New organizational forms and their links with HR	189
10	Changing organizational forms and the employment relationship	208
11	Human resource management, trade unions and industrial relations	237
12	Missionary management	251
Pt. 4	Strategic human resource management in practice	271
13	Managing to be ethical : debunking five business ethics myths	273
14	The myth of managing change	295
15	Performance management strategies	318