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Human Resources Management (HRM) has a very important facilitative and strategic role in organizational success. Several financial and non-financial performance measures of an organization are positively related to its levels of HRM Strategic Integration (HRMSI). This book develops a better understanding of strategic HRM and its impact on organizational performance.
HRM Strategic Integration and Organizational Performance proposes a framework for HRMSI that helps formulate and implement the integration of strategic HRM in organizations for enhanced organizational performance.
The key features of the book are:
- A detailed analysis of strategic integration practices like recruitment and selection, performance management, training and development, rewards and recognitions and employee relations.
- A thorough literature review on the relationship between HRM, strategic HRM and performance.
- New research data from a huge cross section of the industry and high-end statistical research analysis using structural equation modelling.
- A template of step-by-step HRMSI methodology to help future academics and professionals.
The book will serve as ideal reference material for scholars of human resources and business strategy. It will also be an invaluable guide for implementers of strategic HRM and students of management and business.
Table of Contents
Foreword Professor BRIAN D?NETTO
I: HRM STRATEGIC INTEGRATION AND ORGANIZATIONAL PERFORMANCE: A CONCEPTUAL FRAMEWORK
Strategic HRM and HRM Strategic Integration
HRM Strategic Integration and Organizational Performance
II: INDIVIDUAL HR PRACTICES AND THEIR IMPACT ON ORGANIZATIONAL PERFORMANCE: EMPIRICAL EVIDENCE
Recruitment and Selection
Training and Development
Reward and Compensation
III: LINKING HRM STRATEGIC INTEGRATION AND PERFORMANCE
Measuring Performance through HRM Strategic Integration
HRM Strategic Integration And Performance-Mediating Relationships
Conclusions and Implications