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Introduction vi Acknowledgements ix 1 Human resource management and business performance 1 Part 1 Connecting strategy and human resource management 25 2 Strategy and the process of strategic management 27 3 Strategic HRM:'best fit' or 'best practice'? 47 4 Strategic HRM and the resource-based view of the firm 71 Part 2 Managing people: searching for general principles 89 5 Work systems and the changing priorities of production 91 6 Linking work systems and models of employment 114 7 Managing individual performance and development 136 8 Managing employee voice in unionised and non-unionised firms 162 Part 3 Managing people in dynamic and complex business 183 contexts 9 Human resource strategy and the dynamics of industry-based 185 competition i0 Corporate human resource strategy in the global economy 205 i1 Concusion: implications for the strategic management process 228 References 247 Author index 275 Subject index 282