Do human resource management practices actually work? Debate has raged as to the validity of HRM theory in improving organizational performance. Indeed, whilst the rise of the knowledge-based economy means there is a greater reliance on getting the right people for the right jobs, increasing outsourcing has seen the HRM function itself come under serious threat. In this context, this ground-breaking study exploring the real-life effects of HRM policies is both fascinating and timely. Sponsored by the Chartered Institute of Personnel and Development in the UK, the book examines the experiences of a range of employees, both line managers and front line staff, working for high-profile organizations, including Tesco's, Nationwide and Selfridges, and creates a new theoretical model which answers two key questions: What are the links between strategic HR and business performance? How and why are HR practices linked to performance This is a significant new contribution to this area of study. It will prove invaluable to students of HRM and business and management, as well as practitioners working in the field.