The third edition of Cases in HR Practice and Strategy has been designed to help students and practitioners bridge the gap between theory and practice. It contains a wealth of realistic cases and business scenarios typically encountered by HR professionals. Each case is accompanied by discussion questions and other learning activities that require learners to apply their theoretical understanding of HR while taking account of the impact of issues such as organisational politics, business requirements, legal and regulatory requirements, the industrial relations environment, and other contextual factors.

The discussion questions and learning activities highlight the dilemmas inherent in many aspects of HR practice. They are based on HR's contemporary strategic partner' role, and require learners to think beyond textbook solutions' and to develop responses that are practical and that meet the needs of all stakeholders. It includes an opening chapter that provides decision-making and problem-solving guidelines for HR practitioners.