Part 1: The context of SHRM 1: The global context of SHRM 2: The changing context for SHRM 3: Strategic management and HRMPart 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 performancePart 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 changePart 3: New forms of SHRM 16: New forms of SHRM
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.
By far the most versatile book on SHRM. It strikes a very good
balance between comprehensiveness, academic rigour, and
accessibility. * Dr Michael Koch, University of Kent *
Well-researched and well-written, addresses key issues within the SHRM field, and makes excellent use of organizational and international examples to illustrate information points. * Margaret Masson, Glasgow Caledonian University *