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The second edition of this popular shortform book provides a concise expert summary of key issues in the theory and practice of the management of human resources (HR) – one of the most crucial drivers of organizational performance.As human resource management strategies evolve over time, this new edition pays special regard to the HR challenges arising from radically altering contexts – economic, social, and technological. For example, the book examines research reports on the impact of the COVID pandemic and other disruptions to the global world of work. It assesses recent HR initiatives and priorities such as Equality, Diversity and Inclusion (EDI) and the HR implications of remote and hybrid working. The book evaluates contemporary critiques that HR practice and research can be part of the problem. In sum, the book offers a route map through the extensive terrain of contemporary research project findings. Serving as a unique researcher's guide, this concise book enables readers to develop their own ideas for future research and such is essential reading for management scholars and reflective practitioners.

The field of Strategic Human Resource Management (SHRM) has burgeoned over the past thirty years. Over this time there has been a shift towards a strategic conception which posited workers as ‘assets'rather than ‘costs'. These ‘human resources'were reconceptualised as a key source of competitive advantage. As such, these assets were to be treated seriously: selected with care, trained and developed, and above all, induced to offer commitment. The concept of ‘human capital'came to the fore, and in the decades following these developments, research output has been voluminous. Strategic Human Resource Management: A Research Overview, authored by global research leaders, provides an expert summary of this crucial element of organizational performance. This new shortform book develops the argument that one of the crucial elements of organizational performance is the way work is organized in skill and talent packages both within an organization's boundary and across global competency clusters. Secondly, it focuses on current and emergent challenges. The ‘package'of HR approaches has changed over time and patterns can be observed. This new volume pays special regard to the HR implications arising from radically altering contexts – economic, social, and technological. This concise volume covers crucial themes of lasting interest, and as such is essential reading for business scholars and professionals.

Innovation is increasingly identified as the critical factor in ensuring economic competitiveness. Departments of state and quasi-governmental organizations in many countries including, Austria, Australia, Canada, France, Germany, The Netherlands, Sweden and the UK, have issued reports and calls to action; but implementation will continue to be problematic unless the points made in this book are taken into account. Drawing on 350 in-depth interviews with senior managers, this book presents an original theory about the characteristics of managers in “good innovative organizations” and “poor innovative organizations”. It pays close attention to the attitudes, understandings, assumptions and interpretations of managers, who are often the ultimate decision-makers when it comes to innovation. The text is supported by real-life, internationally-known cases such as Hewlett-Packard, Zeneca and the BBC, as well as voluntary sector cases such as Oxfam. It is also enriched by substantial and highly revealing quotations from senior managers themselves.

This new book builds on the success of Managing Human Resources and Industrial Relations (Storey and Sisson, 1993). It provides a succinct, affordable, up-to-date analysis of themes and topics relevant to the management of human resources today. It covers issues of critical contemporary importance such as restructuring, continuous improvement, involvement and participation, pay and working time, training and development, recruitment and selection. It also looks at the implications of contextual changes such as the signing of the'social chapter'of the EU Maastricht Treaty, and movement towards European Economic and Monetary Union.Three features in particular distinguish this volume from the many others in the field. Firstly, it deals with both the individual and the collective aspects of managing the employment relationship. Most books cover either one or the other but not both. Secondly, in analysing the latest thinking in both areas, this book takes account of the large body of empirical research that is now available and identifies what it all means for the practitioner. Thirdly, the distinctive style in which this book is written gives it an immediacy not common in management texts.This book will be equally valuable to practising managers (not only specialist human resource managers) and students of business and management who are studying a course or module in human resource management. Helpfully for the latter audience, the book is arranged so that each chapter could appropriately constitute the required reading for a week-by-week programme extending over ten weeks.