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Olive Lundy

Strategic human resource management Olive Lundy and Alan Cowling - Australia Thomson 2003 - viii, 400 pages : illustrations ; 22 cm

Includes index

List of figures --
List of tables --
List of exhibits --
Introduction --
pt. I. Theoretical perspectives --
1. The concept of strategy --
2. The emergence of strategic human resource management --
pt. II. The foundations for strategic human resource management --
3. Strategic management --
4. Strategic structures --
5. Culture, strategy and change --
6. Human resource planning and human resource strategy --
pt. III. Strategic human resource integration --
7. Strategic selection --
8. Strategic training and development --
9. The strategic management of motivation and rewards --
10. Strategic employee relations --
pt. IV. Aspects of strategic human resource management in action --
1. Restructuring at British Telecommunications plc (BT) --
2. Restructuring at Carrington Plant, Shell Chemicals UK (SCUK) --
3. Asea Brown Boveri (ABB) --
4. Restructuring at Cheshire and Liverpool --
5. British Airways: organisational turn-around and culture change --
6. Rover: change on a 'brown-field' site --
7. Komatsu: culture and change on a 'green-field' site using Japanese methods --
8. Human resource planning at ICL --
9. Strategic selection at Nissan --
10. Organisational learning at Hitachi-Seiki --
11. Performance management and strategic change at ICI Pharmaceuticals --
12. Moving from control to consent at Ford --
Index.

ISBN: 1861526598

LC Class. No.: HF5549