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Strategic Human Resource Management

Second Edition

Catherine Bailey, David Mankin, Clare Kelliher, and Thomas Garavan

Publication Date - May 2018

ISBN: 9780198705406

416 pages
9.7 x 7.4 inches

In Stock

The most applied SHRM textbook, striking the ideal balance between the latest academic theory and real-world practice


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.


For Students:
*Web links

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

New to this Edition

  • New coverage features the impact of eHRM and role of social media, the development of Green HRM, and sustainability, as well as examining issues such as handling risk and the gig economy.
  • New cases with a focus on international examples accurately represent the reality of global SHRM, including smart phone chip design company Arm, agile working at KPMG, and winning behaviors at the Carlsberg Group
  • New Strategic HRM in Action boxes have been added to every chapter, presenting students with a scenario in which they are asked to make strategic decisions on behalf of an organization or to research and evaluate real businesses' strategic approaches to HR

About the Author(s)

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.

Previous Publication Date(s)

March 2012


"By far the most versatile book on SHRM. It strikes a very good balance between comprehensiveness, academic rigor, and accessibility."--Michael Kock, 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

Table of Contents

    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

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