This volume brings together a range of contributions which explore not only the advantages but also the complexities of a strategic approach to human resource management. Deliberately broad in scope to reflect the organization-wide ramifications of HRS, combining theoretical analyses alongside case studies of HRS in practice, this book offers a review of this crucial topic. The book begins by addressing key themes and debates within the field, including the limiting assumptions which underpin the of HRS in the public and non-profit sectors, and the contradictions that may arise between competitive business strategies and long-term, integrated human resource strategies. This first section also presents examples of how effective HRS can lead to improved competitive performance. Succeeding sections focus on three core organizational arenas inevitably implicated in strategic human resource management - organizational culture is critically analysed, as is the role of culture in facilitating or inhibiting organizational change. Finally, the book considers a number of personnel issues central to the development of HRS.
