Author Description

The Book Expounds The Macro-level Relationship Between Strategy, Hrm, And Performance, Addressing Important Challenges That Have Constrained Research And Practice To Date. Adopting A Critical Perspective, The First Challenge Is A Narrow Definition Of 'performance' That Has Been Largely Driven By A Managerialist, Profit Motive, With Little Regard For The Human Element. This Book Proposes Adopting A More Balanced Approach Towards Measuring Performance, Encompassing Both Organizational Financial Performance As Well As Employee Well-being. The Second Challenge Is That Hrm Has Largely Been Considered A Universalistic Phenomenon, Rather Than Needing To Be Understood In The Context In Which An Organization Is Operating. The Book Puts Forward The Argument For A More Context-centric Perspective, Culminating In The Development Of The Contextual Strategic Human Resource Management Framework. The Book Emphasizes The Importance Of Strategy, Alignment, Context, The Role Of Actors, And A Holistic Conceptualisation Of Performance. Embedded In All Chapters Is A Focus On Achieving An Appropriate Balance Between Options, Rather Than Providing A Universalistic Solution To All Human Resource Management Challenges.