University of Minnesota - UMN Executive Leadership Insights
Strategic Human Resources Management
Book

Strategic Human Resources Management

A Guide to Action

Michael Armstrong
Kogan Page, 2006
First Edition: 1992
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Editorial Rating

6

Qualities

  • Applicable
  • Overview

Recommendation

This short book is an all-encompassing, comprehensive compendium of definitions of human resource (HR) management strategies and explanations about aligning such strategies with corporate goals. It provides a clear overview of the subject, but then, the topic is vast. Michael Armstrong – a frequent author on human resource subjects – emphasizes comprehensiveness over specificity or evaluation. At times, in an effort to make everything clear and understandable, he is perhaps too much like an instructor and a bit talky, but that may be the nature of a work intended for reference and training. getAbstract recommends this book to human resource professionals looking for a straightforward guide to strategic management.

Summary

Human Resource Management

Human resource management (HRM) addresses an organization’s most valuable assets: its people. Two of the most important HRM models are:

  • Michigan School – Emphasizes matching HR systems to organizational strategy.
  • Harvard Framework – Says HRM “policies and practices” must stem from a general manager's “strategic vision.”

HRM aims to ensure that an organization’s people help it succeed. This strategy has several distinguishing characteristics; it is diversified, management-driven, values-focused, commitment-oriented and, as much as possible, tailored to the individual employee. It is also controversial. Some academics say that its promises are exaggerated, while others impugn its morality.

Formulating Good Strategy

Corporate strategy focuses on identifying goals and achieving them by putting the necessary resources in place. Strategic HRM supports this focus by placing the right people in the right positions, and motivating them to meet the company’s objectives. Professionals take five distinct approaches to this:

  1. Resource-based – Invest in people to develop employees...

About the Author

Michael Armstrong is a Fellow of, and Chief Examiner (Employee Reward) for the Chartered Institute of Personnel and Development, London. He has written several books on human resource management.

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