The case for strategic people management. -- Corporate governance: ensuringpropriety for performance. -- The contribution of environmental scanning to organisational learning and strategy development. -- The influence of civil society organisations on strategic people management in the UK: standard-setting and behavioural compliance. -- The critical role of the front-line manager in operationalising people management strategies: competence-based selection, performance management and management development in the police service. -- Violation of the psychological contract in employment: causes and consequences. -- Building an effective employer brand: contributing to successful resourcing. -- Psychometric assessment and personality questionnaires: survey results and case study findings. -- The value of competency-based interviewing in recruitment and selection decision: the right people, in the rith place, at the right time, with the right competencies. -- Talent management practices: recruiting and retaining employees. -- Performance management: encouraging champions and cheats. -- The strategic value of being a learning organisation. -- Knowledge management: intervention for retaining human capital. -- Developing leadership: keep looking in the mirror. -- Employee development: a journey towards competence. -- Approaches to workplace learning: learning on-demand and work-based learning. -- Coaching for employee and organisational performance: a strategic intervention. -- Mobile technology: maximising its benefits to the management of organisations. -- The strategic value of maximising the benefits of employee well-being. -- Health and safety at work: looking after hearts and minds. -- HRM adding value: managing and measuring HR's contribution. -- Managing change and the role of HRM. -- More effective implementation of strategic change: managing the change process. -- Strategic people management in an international context: the challenges of managing international assignments.

1. Personnel management