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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