About the book

Many companies take an ad hoc approach to HRM, treating it as a necessary function, but one that has little to do with the strategic direction of the business. However research has shown that companies with strategic HR policies had higher revenue, less absenteeism and were more profitable. Strategic HRM matches the HRM activities and policies to the strategic direction of a company.

Strategic Human Resource Management takes a resource-based view of SHRM specifically focusing on learning organisations. The RBV theory of the firm posits that resources found in the employees of an organisation—skills, expertise, experience, knowledge management, contribute to the strategic successes of the company. Learning organisations are companies that use their employees and customers proactively to maintain an atmosphere of continuous learning. Strategic HRM takes HRM beyond the functional everyday management of human resources into the realm of strategy and business policy.

Benefits

• Focus on SHRM as a source of competitive advantage; firms with a strategic approach to HR are more profitable, more attractive to investors and attract better staff
• Examines industry ‘best practice’ to show how SHRM policies influence the success of the organisation
• Comparative international material focusing on China, SE Asia, Turkey, Eastern Europe as well as western economies
• Full chapter on Strategic HRM in learning and virtual organisations
• Coverage of SMEs as well as MNEs, small businesses as well as large