What is human resource strategy? How are human resources strategies formulated and how can we explain the variance between what is espoused and what is actually implemented? What impact – if any – does human resource strategy have on the organization’s "bottom line," and how can this impact be explained? Is there one best HR strategy for all firms, or is the impact of HR strategy on performance contingent on some set of organizational, technological or environmental factors?

Human Resource Strategy, 2nd edition, provides an overview of the academic and practitioner responses to these and other questions. Applying an integrative framework, the authors review 30 years’ worth of empirical and theoretical research in an attempt to reconcile often-conflicting conceptual models and competing empirical results. Complex theoretical models and scientific findings are presented in an accessible and relevant way, in the context of the strategic decisions that executives are forced to make on a regular basis.

This new edition features an updated literature review, coverage of the latest challenges to HR strategy, new mini-cases, discussion questions, additional examples, and an emphasis on the strategic implications of the research, making it an ideal resource for students and practitioners alike.

part 1|68 pages

Human Resource Strategy

chapter 1|14 pages


chapter 3|27 pages

Models of Hr Strategy

part 2|107 pages

Subsystem-specific Human Resource Strategies

chapter 4|31 pages

The People Flow Subsystem

chapter 5|22 pages

The Performance Management Subsystem

chapter 6|25 pages

The Compensation Subsystem

chapter 7|27 pages

The Employee Relations Subsystem

part 3|80 pages

Human Resource Strategy

chapter 8|17 pages

The Impact of Human Resource Strategy

chapter 9|19 pages

Diversity and Intergenerational Strategies

chapter 10|13 pages

Globalization And Hr Strategy

chapter 11|29 pages

Convergence and Divergence In Hr Strategy

Evidence from the BRIC Countries