The new edition of this SAGE Handbook builds on the success of the first by providing a fully updated and expanded overview of the field of human resource management. Bringing together contributions from leading international scholars - and with brand new chapters on key emerging topics such as firm ownership, talent management, engagement and big data - the Handbook focuses on familiarising the reader with the fundamentals of applied human resource management, while contextualizing practice within wider theoretical considerations. Internationally minded chapters combine a critical overview with discussion of key debates and research, as well as comprehensively dealing with important emerging interests. The second edition of this Handbook remains an indispensable resource for advanced students and researchers in the field. PART 01: Context of Human Resource Management; PART 02: Fundamentals of Human Resource Management; and PART 03: Contemporary Issues.
Chapter 24: Strategic HRM: Where Do We Go from Here?
Rooted in the pioneering work of scholars such as Beer, Spector, Lawrence, Mills, and Walton (1984), Dyer (1984), Fombrun, Tichy, and Devanna (1984), and Kochan, Katz, and McKersie (1986), strategic human resource management is now a long stream of scholarly research that spans the boundaries of human resource management (HRM) and strategy. Strategic HRM, broadly conceptualized as ‘the pattern of planned human resource deployments and activities intended to enable the firm to achieve its goals’ (Wright & McMahan, 1992: 298), typically focuses on the relationship between HRM activities (individual practices or systems of HRM practices) ...