Includes bibliographical references and index.

Mapping the field of strategic human resource management -- Strategic human resource management and performance outcomes -- Key practice areas and the key levers -- HR competences and the HR function -- The changing contexts of strategic human resource management -- Fit, flexibility and agility -- A stock-take and a forward view -- Bibliography -- Index.

The field of Strategic Human Resource Management (SHRM) has burgeoned over the past thirty years. Over this time there has been a shift towards a strategic conception which posited workers as ‘assets’ rather than ‘costs’. These ‘human resources’ were reconceptualised as a key source of competitive advantage. As such, these assets were to be treated seriously: selected with care, trained and developed, and above all, induced to offer commitment. The concept of ‘human capital’ came to the fore, and in the decades following these developments, research output has been voluminous.