Integrates HRM theory with practice to demonstrate the role HRM should play in organisational performance. This book
aids students in comprehending the theory and helps lecturers by making the book easy to use while teaching. Enhanced and additional case study material increases the applied nature of the book, matching more closely the needs of lecturers.
Also available is a companion website with extra features to accompany the text, please take a look by clicking below -
http://www.palgrave.com/business/boxallandpurcell/

Review of First Edition:

'This is an excellent book, which truly integrates the related fields of Human Resource Management and Strategic management with in-depth knowledge, debate, and research-based analysis, whilst at the same time providing a base for application through practical examples.'
- Professor Jaap Paauwe, Tilburg University/Erasmus University, the Netherlands

'Peter Boxall and John Purcell have written a book that represents scholarship at its best. It does a masterful job of mapping the field of strategic HRM and explaining its role in organization success. Their book takes the research and practice literatures, integrates them, and crafts them into a work that is informative, engaging and relevant for anyone with an interest in strategic HRM.'
- Professor Barry Gerhart, Director, Program in Strategic HRM, University of Wisconsin-Madison, USA

'Boxall and Purcell do an unparalleled job of integrating strategy and human resource management, and do so in a way that is grounded in the broad empirical literatures crossing these two fields. They present and synthesize vast amounts of research to present a cogent and up to date analysis of the field of strategic HRM.'
- Patrick Wright, Professor and Director, CAHRS, Cornell University, USA

'This excellent book provides students and practitioners with an invaluable primer on what strategic human resource management is, why it's important, and what to look for when applying it. Perhaps most importantly, Strategy and Human Resource Management explains why managers need to formulate human resource management policies and practices within the framework of the firm's strategic plans.'
- Dr Gary Dessler, Founding Professor, College of Business, Florida International University

'The authors of Strategy and Human Resource Management have managed to create a well crafted text for students and the sophisticated HR practitioner.  It presents a well developed conceptual framework for strategy development as it relates to managing people and work.  It is a comprehensive work which deals with contemporary issues faced by organisations particularly context and performance.'
- Heather Russell, Lecturer, Faculty of Business and Enterprise, Swinburne University, Australia

Introduction
Acknowledgements
The goals of human resource management
PART I: CONNECTING STRATEGY AND HUMAN RESOURCE MANAGEMENT
Strategy and the process of strategic management
Strategic HRM: 'best fit' or 'best practice'?
Strategic HRM and the resource-based view of the firm
PART II: MANAGING WORK AND PEOPLE: SEARCHING FOR GENERAL PRINCIPLES
Work systems and the changing economics of production
Managing employee voice
Managing individual performance and commitment
Linking HR systems to organisational performance
PART III: MANAGING PEOPLE IN DYNAMIC AND COMPLEX BUSINESS CONTEXTS
Human resource strategy and the dynamics of industry-based competition
Corporate human resource strategy in the global economy
Conclusions and implications
References
Author index
Subject index

PETER BOXALL is Professor of Human Resource Management in the Department of Management and International Business at the University of Auckland, New Zealand.

JOHN PURCELL is Strategic Academic Adviser, ACAS, and Research Professor at Warwick University, UK.