What is strategic HRM, 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 SHRM. Broken into four distinct parts, the book addresses the context, theories, themes, and future of managing people strategically. Case studies and examples include Tata Motors, Samsung, Pizza Express, and Deliveroo, 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 SHRM, so frequent "Critical Reflection" boxes, Review Questions, and questions accompany every case study ensure students are challenged to engage with the subject critically and reflectively. Global case studies and an opening chapter dedicated to the global context of SHRM challenge the dominant Western perspective and provide a rounded and adaptable view of SHRM.

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.


ONLINE RESOURCES

For Students:
*Glossary
*Web links

For Instructors:
*Additional case studies
*PowerPoint slides
*Seminar activities
*Suggested case study answers
*Figures from the book

Catherine Bailey is Professor in Work and Employment at King's College London.

David Mankin is an academic consultant specializing in online learning for Kaplan Open Learning and the University of Essex Online.

Clare Kelliher is Professor of Work and Organization at Cranfield School of Management, Cranfield University.

Thomas Garavan is Research Professor AT Edinburgh Napier University.

PART 1: THE CONTEXT OF SHRM
Chapter 1. The Global Context of SHRM
Chapter 2. The Changing Context for SHRM
Chapter 3. Strategic Management and HRM

PART 2: STRATEGIC HRM
Chapter 4. The Strategic Role of the HR Function
Chapter 5. HR Strategy
Chapter 6. The Foundations of SHRM
Chapter 7. Resource-Based and Institutional Perspectives on SHRM
Chapter 8. SHRM and Performance

PART 3: STRATEGIC IMPERATIVES
Chapter 9. SHRM and Human Resource Development
Chapter 10. SHRM and Talent Management
Chapter 11. SHRM and Employment Relations
Chapter 12. SHRM and Employee Engagement
Chapter 13. Knowledge Management and SHRM
Chapter 14. SHRM, Business Ethics, CSR, and Sustainability
Chapter 15. SHRM and the Management of Change

PART 3: NEW FORMS OF SHRM
Chapter 16. New Forms of SHRM
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