Strategic human resource management

Show simple item record Boxall, Peter en
dc.contributor.editor Macky, K en 2011-11-17T04:47:05Z en 2008 en
dc.identifier.citation In Managing Human Resources: Contemporary Perspectives in New Zealand. Editors: Keith Macky. 24-51. McGraw-Hill, Sydney 2008 en
dc.identifier.isbn 0074717766 en
dc.identifier.isbn 9780074717769 en
dc.identifier.uri en
dc.description.abstract In the first chapter, we examined the theoretical debate on the nature and significance of the human resource management (HRM) model; in this chapter we explore an approach to HRM labelled strategic human resource management, or SHRM. By a strategic approach to HRM, we are referring to a managerial process requiring human resource (HR) policies and practices to be linked with the strategic objectives of the organization. Just as the term ‘human resource management’ has been contested, so too has the notion of SHRM. One aspect for debate is the lack of conceptual clarity (Bamberger & Meshoulam, 2000). Do, for example, the related concepts of SHRM and HR strategy relate to a process or an outcome? en
dc.description.uri en
dc.publisher McGraw-Hill en
dc.relation.ispartof Managing Human Resources: Contemporary Perspectives in New Zealand en
dc.rights Items in ResearchSpace are protected by copyright, with all rights reserved, unless otherwise indicated. Previously published items are made available in accordance with the copyright policy of the publisher. en
dc.rights.uri en
dc.title Strategic human resource management en
dc.type Book Item en
pubs.begin-page 24 en
dc.rights.holder Copyright: McGraw-Hill en en
pubs.end-page 51 en Sydney en
dc.rights.accessrights en
pubs.elements-id 78577 en Business and Economics en Management & Intl Business en
pubs.record-created-at-source-date 2010-09-01 en

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