In a book designed to fill what is often a gap between the rhetoric of strategic human resource management (SHRM) and the reality of strategy in action, Michael Armstrong characteristically provides the first guide to the realistic implementation of the high-sounding HR strategies that every practicioner, academic and consultant is now attempting to put into place. This welcome revision of his standard work, Human Resource Management: Strategy and Action (first published in 1992 and never out of print since) accordingly examines HRM and SHRM and goes on to explore the practicalities of formulating and implementing HR strategies
