Few would disagree with the principle that successful achievement of an organization's overall strategic objectives is bound up with the design and implementation of appropriate human resource strategies (HRS). Yet many questions remain about what is entailed in implementing effective HRS. This volume brings together a range of outstanding contributions which explore not only the advantages but also the complexities of a strategic approach to human resource management. Deliberately broad in scope to reflect the organization-wide ramifications of HRS, combining theoretical analyses alongside case studies of HRS in practice, the book offers a fascinating review of this crucial topic.

The book begins by addressing key themes and debates within the field about the nature and role of human resource management. Succeeding sections then focus on three core organizational arenas inevitably implicated in strategic human resource management - organizational structure, culture and personnel strategies.

Human Resource Strategies is a Course Reader for the Open University Course B884 Human Resource Strategies.

Introduction - Graeme Salaman
PART ONE: HUMAN RESOURCE STRATEGIES
Introduction - Graeme Salaman and Christopher Mabey
Right Enough to be Dangerously Wrong - David Guest
An Analysis of the `In Search of Excellence¿ Phenomenon
The US Human Resource Management Literature - Phil B Beaumont
A Review
What Business Can Learn From Nonprofits - Peter F Drucker
Human Resource Management in the Public Sector - John Storey
The Impact of Corporate Strategy on Human Resource Management - John Purcell
A Leadership Dilemma - Chris Argyris
Skilled Incompetence
A Model for the Executive Management of Transformational Change - Richard Beckhard
Competitive Strategies and Organizational Change - Alan McKinlay and Ken Starkey
PART TWO: STRUCTURAL STRATEGIES
Introduction - Sheila Cameron
The Coming of the New Organization - Peter F Drucker
High Performance - David A Buchanan
New Boundaries of Acceptability in Worker Control
Modernist and Postmodernist Organization - Stewart R Clegg
PART THREE: CULTURAL STRATEGIES
Introduction - Kenneth Thompson
Organizational Culture - V Lynn Meek
Origins and Weaknesses
The Impact of Organizational Culture on Approaches to Organizational Problem-Solving - Paul Bate
Coming to a New Awareness of Organizational Culture - Edgar H Schein
PART FOUR: PERSONNEL STRATEGIES
Introduction - Paul Iles and Christopher Mabey
Building on Competence - Richard E Boyatzis
The Effective Use of Managerial Talent
Assessment Centres for Identifying Long-Term Potential and for Self-Development - Jeroen J J L Seegers
Strategic Determinants of Managerial Labor Markets - Jeffrey A Sonnenfeld, Maury A Peiperl and John P Kotter
A Career Systems View
Corporate Training Strategies - Ewart Keep
The Vital Component?
Multiple Pay Contingencies - Thomas A Mahoney
Strategic Design of Compensation