Human resource management practice I also available by michael armstrong



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Armstrongs Handbook of Human Resource Management Practice 1

Chapter 

2

  Strategic HRM

31

Questions

What is strategic HRM?



What is strategic management?



What is strategy?



What is the resource-based view?



What is the meaning and significance of 

strategic fit?

What is the best practice model and to what 

extent is it valid?

What is the best fit model and to what extent 

is it valid?

What is bundling?



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 



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Barney, J B (1995) Looking inside for competitive 

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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





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