The Practice of Human Resource Strategy is a worthwhile addition to the growing stable of Pitman management texts. As such it will undoubtedly find a space on the shelves of both academics and practitioners, not to mention a prominent location on course reading lists at various levels.
Tyson has gathered together a notable array of writers, from both academia and business, to comment on the complex synergy between the rhetoric and the practical application of HRM initiatives. The extent to which the reader finds this declared aim is successfully achieved will depend on previous knowledge of the debates. While Tyson’s introductory chapter sets out the arguments in a straightforward manner, some of the following chapters will leave the uninitiated struggling to make the links.
The book adopts a contingency approach which sees HRM as just another model of personnel management (p. 1) and so views strategic HR as a practical activity. In developing this view a series of case studies is presented which attempt to demonstrate the successful integration of HR initiatives and broader business strategies (chapters 2‐10). These chapters cover a wide range of organisations from both the public and private sector and offer an insight into the central debates concerning: Change (Lauermann), Downsizing (Doherty), the Role of the HR function (Cameron), Trade unions (Lloyd), Reward (McLure) Management development and Education (Fell and Davies; Gruhn), Organisation development (Kakabadse et al.), Developing HR links to business strategy (Sloman). These case study chapters are supplemented by a section covering major developments on the international scene: the USA (Schuler and Huselid), Japan (Yamanouchi and Okazaki‐Ward), Germany (Domsch and Harms), France (Bournois), The Netherlands (Paauwe) and Sweden (Soderstrom). In the final chapter Tyson draws the themes together within a “framework for the general theory of HRM” (p. 342) developed from his earlier work (Tyson, 1995). These themes are thoroughly explored with clear references to the major theoretical arguments drawn from the SHRM literature and strategy literature more broadly. This allows for discussion of both the euphemistic language of HRM and the difficulty encountered in the integration process. All the expected “buzz” words (downsizing, customer‐focus, value‐added, survivor‐syndrome, external‐fit, internal‐fit, psychological‐contract) are found in abundance and at times restrict the flow of the overall argument. That said, each chapter builds on the central argument and rewards the patient reader.
Unusually for a text of this nature, there is a specific chapter devoted to industrial relations (Lloyd) or, more accurately, trade union change during the 1980s‐1990s. After discussing the “unfriendly environment for trade unions as institutions” (p. 51), Lloyd examines the trade union movement’s response to HRM initiatives. He suggests that this is best achieved by an examination of the manner in which unions have re‐formed and reconfigured themselves in institutional terms to meet the changing nature of membership aspirations. While this recognises an individualistic “customer”‐driven agenda, it fails to consider the internal dynamics of trade union change. By overlooking the broader literature on union organisation, and more especially the recent work of Undy et al. (1996), we are left with a one‐dimensional picture of these changes. The chapter does, however, offer an insight into the programmes of change initiated by individual unions (GMB, TGWU, UNISON and AEEU) and by the TUC more generally. He notes that the TUC General Council recognised the need for the movement to demonstrate to employers how they can “add value” and argues that the union movement is looking towards the European “social partnership” model. These initiatives are underpinned by an “expertise on carefully selected issues” (p. 70), which is what the movement can bring to the party.
This uniqueness of the text is furthered by a stimulating discussion of ethnographic research methodology (Kakabadse et al.). For those unfamiliar with the theoretical background of ethnographic study, there is a short introduction which highlights the main points. The authors develop this to allow the reader a deeper appreciation of the strengths and weaknesses of ethnographic research methodology and, in so doing, actively engage in the debates attached to the complex relationship between research and consultancy. This is achieved with the use of examples from their own case study work with senior managers in 12 multinational companies. The lessons drawn will prove a timely reminder for those involved in organisational research and should prove to be a staple diet for students and practitioners alike.
As with most edited texts, some chapters are stronger than others. In the case of The Practice of Human Resource Strategy the chapters by Lloyd; Kakabadse et al.; Schuler and Huselid; Yamanouchi and Okazaki‐Ward; and Tyson fall into a category worthy of special note. The chapter on Japan (Yamanouchi and Okazaki‐Ward) is especially rewarding as it “debunks” some widespread misunderstandings and throws light on current debates within Japanese management circles. On the other side of the coin, the chapter on Germany (Domsch and Harms) appears ill‐suited to the overall thrust of the text.
Overall, a useful addition to the Pitman stable, which is likely to be of general interest as it explores the relationship between the theory and practice of SHRM.
