Routledge Companion to Strategic Human Resource Management

John Storey is Professor of Management at the Open University Business School, UK. He regularly consults for public and private sector organizations and for UK government ministers. He is Chair of the IPA and has published many articles in refereed journals and authored several books in the field of HRM as well as other areas of management.Patrick M. Wright is William J. Conaty GE Professor of Strategic Human Resources at Cornell University, USA. He has published widely in leading international journals and worked with a number of the world's leading firms in their efforts to align HR with business strategy.Dave Ulrich is a Professor of Business at the Ross School of Business, University of Michigan, and a partner and co-founder of the RBL Group. He has published 15 books and consulted and done research with over half the Fortune 200 companies. He has been ranked by Business Week as the #1 management educator and listed in Forbes as one of the "world's top five" business coaches.

• Part 1: Introduction 1. Introduction Part 2: Analytical Frameworks 2. Beyond HR: Extending the Paradigm through a Talent Decision Science 3. The Employment Relationship in Strategic HRM 4. Critical Perspectives on Strategic HRM Part 3: The External Environment of SHRM 5. Foundations for Understanding the Legal Environment of HRM in a Global Context 6. New Organisational Structures and Forms 7. Changing Labour Markets and the Future of Work Part 4: The Strategic Role of HR 8. The Knowledge Underpinning HR Strategy 9. The Pursuit of HR’s Core Purpose: The Practical Doing of Strategic HRM 10. Managing Strategic Change Part 5: The HR Function 11. HR Competences that Make a Difference 12. Next Evolution of the HR Organization Part 6: Areas of Practice 13. Recruitment and Selection 14. Compensation 15. Strategic Performance Management: Issues and Trends 16. Strategic Training and Development 17. Collaborative Teams 18. Employee Engagement Part 7: The Capability-building Perspective 19. Leadership Development/Talent Management 20. Human Resources, Organizational Resources, and Capabilities 21. Options for Human Capital Acquisition Part 8: Changing Contexts 22. The Changing Context for HR 23. Research at the Intersection of Strategic Human Resource Management and Entrepreneurship 24. Identifying and Developing Global Leaders Part 9: Regions 25. Managing Human Resources in India 26. HRM in China 27. Managing Human Resources in Africa – Emergent Market Challenges Part 10: Performance Outcomes 28. HRM, the Workforce, and the Creation of Economic Value 29. The Effect of Organizational Change on Managers’ Experience of their Working Lives 30. Linking Human Resource Management and Customer Outcomes