Human resource management practice I also available by michael armstrong

Chapter 

2

  Strategic HRM

31

Questions

1 

What is strategic HRM?

2 

What is strategic management?

3 

What is strategy?

4 

What is the resource-based view?

5 

What is the meaning and significance of 

strategic fit?

6 

What is the best practice model and to what 

extent is it valid?

7 

What is the best fit model and to what extent 

is it valid?

8 

What is bundling?

9 

What are HR strategies?

10 

What are the criteria for an effective  

HR strategy?

References

Abell, D F (1993) Managing with Dual Strategies: 

Mastering the present, pre-empting the future, 

New York, Free Press

Alvesson, M (2009) Critical perspectives on strategic 

HRM, in (eds) J Storey, P M Wright and D Ulrich, 

The Routledge Companion to Strategic Human 

Resource Management, Abingdon, Routledge, 

pp 52–67

Armstrong, M and Baron, A (2002) Strategic HRM: 

The route to improved business performance, 

London, CIPD

Armstrong, M and Long, P (1994) The Reality of 

Strategic HRM, London, IPM

Baird, L and Meshoulam, I (1988) Managing two fits 

of strategic human resource management, 

Academy of Management Review, 13 (1), 

pp 116–28

Barney, J B (1991) Firm resources and sustained 

competitive advantage, Journal of Management 

Studies, 17 (1), pp 99–120

Barney, J B (1995) Looking inside for competitive 

advantage, Academy of Management Executive, 

9 (4), pp 49–61

Becker, B E and Gerhart, S (1996) The impact of 

human resource management on organizational 

performance: progress and prospects, Academy of 

Management Journal, 39 (4), pp 779–801

Benson, G S, Young, S M and Lawler, E E (2006) 

High involvement work practices and analysts’ 

forecasts of corporate performance, Human 

Resource Management, 45 (4), pp 519–27

Boxall, P F (1996) The strategic HRM debate and the 

resource-based view of the firm, Human Resource 

Management Journal, 6 (3), pp 59–75

Boxall, P F (2007) The goals of HRM, in (eds)  

P Boxall, J Purcell and P Wright, The Oxford 

Handbook of Human Resource Management, 

Oxford, Oxford University Press, pp 48–67

Boxall, P F and Purcell, J (2003) Strategy and Human 

Resource Management, Basingstoke, Palgrave 

Macmillan

Brewster, C (2004) European perspectives of human 

resource management, Human Resource 

Management Review, 14 (4), pp 365–82

Camps, J and Luna-Arocas, R (2009) High-

involvement work practices and firm performance, 

International Journal of Human Resource 

Management, 20 (5), pp 1056–77

Cappelli, P and Crocker-Hefter, A (1996) Distinctive 

human resources are firms’ core competencies, 

Organizational Dynamics, Winter, pp 7–22

Chandler, A D (1962) Strategy and Structure, Boston, 

MA, MIT Press

Chesters, J (2011) Creating strategic impact: it’s  

how not what, People Management, August, 

pp 32–35

Delery, J E and Doty, H D (1996) Modes of theorizing 

in strategic human resource management: tests of 

universality, contingency and configurational 

performance predictions, Academy of Management 

Journal, 39 (4), pp 802–35

Dickens, C (1843) Martin Chuzzlewit, London, 

Chapman & Hall (Penguin Classics, 2004)

Digman, L A (1990) Strategic Management – 

Concepts, decisions, cases, Georgetown, Ontario, 

Irwin

Dyer, L and Holder, G W (1988) Strategic human 

resource management and planning, in (ed)  

L Dyer, Human Resource Management: Evolving 

roles and responsibilities, Washington, DC, Bureau 

of National Affairs

Dyer, L and Reeves, T (1995) Human resource 

strategies and firm performance: what do we know 

and where do we need to go?, The International 

Journal of Human Resource Management, 6 (3), 

pp 656–70

---