Strategic Human Resource Management : Winning Through People : Concepts Practices and Emerging (reprint)

Contents Foreword. Preface. Acknowledgements. I. Foundations of strategic HRM 1. Conceptual framework and theme of book. 2. Strategic HRM an overview. 3. Strategic HRM the concept. 4. Strategic roles of Human Resource Management (HRM) and Human Resource (HR) competencies. 5. Aligning HR strategies with business strategies. 6. Strategic planning process and human resource role and contribution. II. Practice of strategic HRM 7. Strategic contribution of HRM to organisational success. 8. Developing HR strategies I. 9. Five steps in developing HR strategies II. 10. Managing the HR function in future. 11. Keys to strategic HR success in the coming decade. 12. Strategic human resource evaluation. 13. HR audit a diagnostic tool for aligning with strategy. 14. Proactive role of strategic HRM. III. Functional strategies resourcing 15. Strategies for developing employment relationship. 16. Employee resourcing strategy a wholistic approach. 17. Strategic HR planning in flexible organisation. IV. Functional strategies recruiting 18. Strategies for hiring talent. 19. Strategies focus in selection norms. 20. A strategic approach to talent crisis. 21. Recruiters strategic approaches. V. Functional strategies retention 22. Employee retention conceptual strategies. 23. Retaining your best people. 24. Retaining knowledge workers. 25. Strategic role of team leader in retention of talent. 26. Life Friendly Organisation (LFO). 27. Design of job has considerable influence on productivity and satisfaction. 28. Employee engagement crucial for business success. VI. Functional strategies development 29. Strategic training process. 30. Strategic Human Resource Development (SHRD). 31. Strategies for developing capabilities of employees. 32. Traditional career management Versus new career paradigm. 33. Succession and development planning. 34. Competency mapping and development. 35. Assessment centre. VII. Functional strategies performance management 36. Strategic approach in performance management. 37. Performance management aligned to corporate strategic. 38. Developing performance measures linked with the strategy. 39. Performance management operational aspects. VIII. Functional strategies compensation 40. Aligning rewards strategy with the organisation's strategy. 41. Managing compensation in organisation's strategic direction. 42. Emerging strategic approaches to compensation system. 43. Strategic approach to flexible compensation and benefits. 44. Designing a high motivation compensation system. IX. Functional strategies employee relations 45. Employee relations strategy. 46. Collective bargaining strategies and facilitating Union Managing Cooperation. 47. Strategies in industrial relations in India. 48. Trade union strategies in the wake of declining trends in unionism. X. SHRM organisational strategies 49. Managing strategic change and HR role. 50. Strategies for organisational transformation. 51. Cultural change strategies. 52. Knowledge management a competitive advantage. 53. Strategic leadership. 54. Leader's role in implementation of organisational change. 55. Strategic approach in designing organisation. 56. Corporate turnaround strategic HR role. 57. Strategies for developing a climate of trust. XI. Environmental context 58. Emerging challenges due to new workplace changes. 59. Ethical concerns in HR management. 60. Managing ethical behaviour. 61. Aligning employee expectations with changing strategy. Annexures. The aim of SHRM is to ensure that the culture style and structure of the organisation and the quality commitment and motivation of its employees contribute fully to the achievement of business objectives. It is blending of SHRM strategies with organisation strategies. The corporate strategies and HR strategies are developed simultaneously. They are coherent and comprehensive. There is emphasis on developing HR skills and capitalising on the competencies. This book is unique as it covers all HR areas involving HR strategies. The book c. …