interventions (organization
development) 134–35
job design 164
knowledge management
defined 149
purpose 150
sources 150–51
strategies 151–53
and information technology 150
types 150–51
labour process theory 17
Lands’ End 58, 146
leadership 144, 146–47
learning culture 178
learning strategies 165, 181–82
learning organization 180–81
life cycle model 42–43
line managers
and HR policies 12
and reward management 192
learning organization 180–81
long-range planning 30
matching model of HRM 6
metrics 107, 108
Michigan school 6
organization development
activities 134–36
aim 132
assumptions and values 133–34
defined 132
interventions 134–35
strategies 133
organizational commitment
and employee engagement 140–41
and HRM 15
increasing 166
organizational learning 178
organizational transformation
136–39
outside-in approach to strategy
development 64
partnership agreements 198–200
pay 164
performance, strategies for managing
164–65
performance management 172
personal growth 144–45, 147
process consultation 135quality management 114radical critique of HRM 19
resource-based view
and competitive advantage 37
defined 25
and resourcing strategy 154
and strategic HRM 37
reward strategy
characteristics of 184
content of 185, 188
defined 183
development of 189–90
effectiveness of 191
guiding principle 188–89
reason for 183–84
structure of 184–85second-order change 136
service delivery HR activities 73
single loop learning 179
stakeholder perspective 17
stakeholder theory 128
stakeholders 114, 123
strategic capability 25, 75, 154
strategic choice 65
strategic configuration 43–45, 50
strategic fit 38
strategic flexibility 38–39
strategic goals 28
strategic human resource development
(HRD)
aims 176
defined 175–76
philosophy 176–77
strategic human resource management
(HRM)
in action (case studies) 86–96
aims 35–36, 79
basis of 34–35
and best fit 42–46, 50
and best practice 40–42
and bundling 47244 l Subject index