Introduction * Human Resource Management and Business Performance * PART 1: 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 2: MANAGING PEOPLE: SEARCHING FOR GENERAL PRINCIPLES * Work Systems and the Changing Priorities of Production * Linking Work Systems and Models of Employment * Managing Individual Performance and Development * Managing Employee Voice in Unionised and Non-Unionised Firms * PART 3: 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 * Conclusion: Implications for the Strategic Management Process  Introduction * Human Resource Management and Business Performance * PART 1: 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 2: MANAGING PEOPLE: SEARCHING FOR GENERAL PRINCIPLES * Work Systems and the Changing Priorities of Production * Linking Work Systems and Models of Employment * Managing Individual Performance and Development * Managing Employee Voice in Unionised and Non-Unionised Firms * PART 3: 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 * Conclusion: Implications for the Strategic Management Process.