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Strategic Human Resource Management View

VIEW SSttrraatteeggiicc HHuummaann RReessoouurrccee MMaannaaggeemmeenntt Taken from: Strategic Human Resource Management , Second Edition by Charles R. Greer Copyright 2001, 1995 by Prentice-Hall, Inc. A Pearson Education Company Upper Saddle River, New Jersey 07458 Compilation Copyright 2003 by Pearson Custom Publishing All rights reserved. This copyright covers material written expressly for this volume by the editor/s as well as the compilation itself. It does not cover the individual selections herein that first appeared elsewhere. ii Permission to reprint these has been obtained by Pearson Custom Publishing for this edition only. Further reproduction by any means, electronic or mechanical, including photocopying and recording, or by any information storage or retrieval system, must be arranged with the individual copyright holders noted.

human resource scholar described the existing state of affairs as follows: I am constantly amazed at the contrast between the concern that strategists show for potential capital costs and the casual indifference they tend to display toward potential human resource costs (until, of course, the latter have gotten completely out of hand).1 Page 2

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