vi Contents PART 2 THE PRACTICE OF STRATEGIC HRM 4 HR strategies 53 What are HR strategies?53;What is the purpose of HR strategies?54;Overall HR strategies54 Specific HR strategies 59 Criteria for an effective HR strategy 61;How should HR strategies be developed?62;Developing HR strategies 66; Implementing HR strategies 70 5 The strategic role of HR 72 The strategic nature of HR72;The strategic partner model73 What being strategic means 75;The strategic role of HR directors 76;The strategic role of heads of HR functions 77; The strategic role of HR business partners 78;The strategic contribution of HR advisers or assistants 78 6 The impact of strategic HRM 79 How HR impacts on organizational performance 79; How strategic HRM concepts impact on practice 85 7 Strategic HRM in action 86 Formulating HR strategy 86;The content of HR strategies96; Corporate issues 98;Achieving integration 101;What are the most characteristic features of strategic HRM in action?104 PART 3 HR STRATEGIES 8 Human capital management strategy 10> Aims of human capital management 10 The link between HCM and business strategy 108;Developing a human capital management strategy 109;Conclusions:the role of human capital management strategy 114 9 High-performance strategy 115 High-performance work system defined 116;Characteristics of a high-performance work system 116;Components of an HPWS 117;Impact of high-performance work systems 117; Developing a high-performance strategy 121 10 Corporate social responsibility strategy 126 Strategic CSR defined 127;CSR activities 127;The rationale for CSR 128;Developing a CSR strategy 130PART 2 THE PRACTICE OF STRATEGIC HRM 4 HR strategies 53 What are HR strategies? 53; What is the purpose of HR strategies? 54; Overall HR strategies 54; Specific HR strategies 59; Criteria for an effective HR strategy 61; How should HR strategies be developed? 62; Developing HR strategies 66; Implementing HR strategies 70 5 The strategic role of HR 72 The strategic nature of HR 72; The strategic partner model 73; What being strategic means 75; The strategic role of HR directors 76; The strategic role of heads of HR functions 77; The strategic role of HR business partners 78; The strategic contribution of HR advisers or assistants 78 6 The impact of strategic HRM 79 How HR impacts on organizational performance 79; How strategic HRM concepts impact on practice 85 7 Strategic HRM in action 86 Formulating HR strategy 86; The content of HR strategies 96; Corporate issues 98; Achieving integration 101; What are the most characteristic features of strategic HRM in action? 104 PART 3 HR STRATEGIES 8 Human capital management strategy 107 Aims of human capital management 108; The link between HCM and business strategy 108; Developing a human capital management strategy 109; Conclusions: the role of human capital management strategy 114 9 High-performance strategy 115 High-performance work system defined 116; Characteristics of a high-performance work system 116; Components of an HPWS 117; Impact of high-performance work systems 117; Developing a high-performance strategy 121 10 Corporate social responsibility strategy 126 Strategic CSR defined 127; CSR activities 127; The rationale for CSR 128; Developing a CSR strategy 130 vi l Contents