Product Description
by Alex Vanderstraeten (Author)
This advanced level core textbook examines the role that HRM and HR managers play in developing processes and practices for high-performance organisations. It is built around a unique conceptual framework that provides a clear and coherent structure for the book. Underpinned by recent research in the field and the author's academic expertise, the book provides an historical overview of the development of strategic HRM as a field of study before bringing the discussion up to date by examining contemporary topics such as sustainable HRM, e-HRM and high-performance work systems. The book extends the focus beyond the firm to include discussions about the role of multiple stakeholders, such as trade unions and governments, to encourage a deeper understanding of the role of national, institutional and cultural issues, as well as other external influences.
This is an essential text for postgraduate and MBA students studying modules on Strategic HRM, Advanced HRM, or HRM and Performance Management. It is also an ideal companion for final-year undergraduate modules on specialist HRM degree programmes.Back Jacket
Strategic HRM and Performance is an advanced level textbook that examines the role that HRM and HR managers play in developing processes and practices for high-performance organisations. It is built around a unique conceptual framework that provides a clear and coherent structure for the book. Underpinned by recent research in the field and the author's well-established expertise, the book provides an historical overview of the development of strategic HRM as an area of study before bringing the discussion up to date by examining contemporary topics such as sustainable HRM, e-HRM and high-performance work systems. The book extends the focus beyond the firm to include discussions about the role of multiple stakeholders, such as trade unions and governments, to encourage a deeper understanding of the role of national, institutional and cultural issues, as well as other external influences.
Key features include:
- A conceptual framework that guides students of strategic HRM through four key areas: the Instrumental, People, Strategic, and Organisational dimensions
- A companion website featuring teaching and learning materials for students and lecturers, including PowerPoint slides, extra study cases and assignments
- Grounded in the latest academic research to help students develop an evidence-based HR practice
- An array of real-world examples, learning objectives for each chapter, explanations of key concepts and other pedagogical features throughout that enable students to fully understand the link between HRM and organisational success
- A managerial approach to developing strategic HR policies and practices
- Examples from a wide range of organisations - private, public and non-profit - that bring the theoretical content to life.
Author Biography
Alex Vanderstraeten is Professor of Human Resource Management and Organizational Behaviour, and Director of the School for Social Profit and Public Management at the University of Gent, Belgium. His main research topics are strategic HRM, HRM measurement/scorecards and employee performance management, and he has taught on these subjects across the world, in Macedonia, New York, Vienna, the Netherlands, Russia, Vietnam and Taiwan. His research has been published in journals such as International Journal of Human Resource Management, Personnel Review and British Journal of Management.
Alex Vanderstraeten is Professor of Human Resource Management and Organizational Behaviour, and Director of the School for Social Profit and Public Management at the University of Gent, Belgium. His main research topics are strategic HRM, HRM measurement/scorecards and employee performance management, and he has taught on these subjects across the world, in Macedonia, New York, Vienna, the Netherlands, Russia, Vietnam and Taiwan. His research has been published in journals such as International Journal of Human Resource Management, Personnel Review and British Journal of Management.
