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How can strategic HRM make a significant impact to bottom-line performance? Armstrong and Baron de-mystify the concept and practice of 'strategic HRM' and place it in the context of wider organisational strategy and business goals. This book: explores the framework within which strategic HRM takes place; examines the evidence for the impact of strategic HRM on business performance; looks at how individual HR strategies add up to strategic HRM; and addresses the practical issues involved in implementation.
- Sales Rank: #10690488 in Books
- Published on: 2002-04-01
- Original language: English
- Number of items: 1
- Dimensions: 9.69" h x .71" w x 6.97" l,
- Binding: Paperback
- 280 pages
About the Author
Michael Armstrong graduated from the London School of Economics, and is a Fellow of the Institute of Personnel and Development and a Fellow of the Institute of Management Consultants. He has had over 25 years' experience in personnel management, including 12 as a personnel director. He has also practised as a management consultant for 16 years and is a former chief examiner, employee reward, for the CIPD. Angela Baron has been CIPD's adviser on employee resourcing for six years and in that time has been involved in numerous research projects, including detailed investigations into performance management, quality management and organisational culture. Angela Baron is also responsible for CIPD's policy and development work on all aspects of resourcing the organisation. Angela has a Masters degree in organisational and occupational psychology and is a graduate of the Chartered Institute of Personnel and Development.
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