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

33

The International Journal of Human Resource 

Management, 21 (7), pp 933–62

Thompson, A A and Strickland, A J (1996) Strategic 



Management, Concepts and Cases, 9th edn, 

Chicago, IL, Irwin

Truss, C (1999) Soft and hard models of HRM, in 

(eds) L Gratton, V H Hailey, P Stiles and C Truss, 



Strategic Human Resource Management, Oxford, 

Oxford University Press

Tyson, S (1997) Human resource strategy: a process 

for managing the contribution of HRM to 

organizational performance, International Journal 

of Human Resource Management, 8 (3), pp 277–90

Ulrich, D (1998) A new mandate for human 

resources, Harvard Business Review

January–February, pp 124–34

Walton, R E (1985) From control to commitment  

in the workplace, Harvard Business Review

March–April, pp 77–84

Wernerfelt, B (1984) A resource-based view of the firm, 



Strategic Management Journal, 5 (2), pp 171–80

Wood, S (1996) High commitment management  

and organization in the UK, The International 

Journal of Human Resource Management, 7 (1), 

pp 41–58


Wright, P M and McMahan, G C (1992) Theoretical 

perspectives for SHRM, Journal of Management

18 (2), pp 295–320

Wright, P M and McMahan, G C (1999) Theoretical 

perspectives for human resource management, in 

(eds) R S Schulker and S E Jackson, Strategic 



Human Resource Management, Blackwell, 

Oxford, pp 49–72

Wright, P M and Snell, S A (1998) Towards a  

unifying framework for exploring fit and flexibility 

in strategic human resource management, 

Academy of Management Review, 23 (4), 

pp 756–72

Wright, P M, Snell, S A and Jacobsen, H H (2004) 

Current approaches to HR strategies: inside-out 

versus outside-in, Human Resource Planning

27 (4), pp 36–46




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