Armstrong's Handbook of Human Resource Management Practice [Paperback]

Armstrong's Handbook of Human Resource Management Practice is the classic text for all students and practitioners of HRM. Providing a complete resource for understanding and implementing HR in relation to the needs of the business as a whole, it includes in-depth coverage of all the key areas essential to the HR function.

The 11th edition has been radically updated to create a cutting-edge textbook, which encourages and facilitates effective learning. Comprehensive on-line support material is provided for both the instructor and student; providing a complete teaching resource for lecturers and material for students to test their learning. The text has been updated to include all the latest developments in HRM, including a new chapter on social responsibility.

Part I Human Resource Management

1. The Practice of Human Resource Management

Introduction; Human resource management defined; The objectives of HRM; Theories of HRM; Characteristics of HRM; The development of the concept of HRM; Reservations about HRM; The context of HRM; The ethical dimension

2. Strategic Human Resource Management

Introduction; The conceptual basis of strategic HRM; Strategic HRM defined; The resource-based view of strategic HRM; Strategic fit; Perspectives on strategic HRM; The reality of strategic HRM; Practical implications of strategic HRM theory

3. HR Strategies

Introduction; What are HR strategies?; General HR strategies; Specific HR strategies; Criteria for an effective HR strategy; How should HR strategies be formulated?; Developing HR strategies; Implementing HR strategies

4. Human Capital Management

Introduction; Human capital management defined; The concept of human capital; The constituents of human capital; Human capital measurement ; Human capital internal reporting; Human capital external reporting; Introducing HCM

5. The Role and Organization of the HR Function

Introduction; The role of the HR function; The organization of the HR function; Evaluating the HR function; HR shared service centres; Outsourcing HR work 00; Offshoring; Using management consultants; Marketing the HR function; HR budgeting; The HR role of front line managers

6. The Role of the HR Practitioner

Introduction; The basic role; The business partner role; The strategic role of HR specialists; Service provision; The guardian of values role; Models of HR roles; Gaining support and commitment; Ethical considerations; Professionalism in human resource management; Ambiguities in the role of HR practitioners; Conflict in the HR contribution; The qualities required by HR professionals; Continuous professional development

7. The Impact of HRM on Performance

Introduction; The impact made by HRM; How HRM strategies make an impact; How HRM practices make an impact

8. International HRM

Introduction; International HRM defined; Issues in international HRM; Global HR policies and practices; Managing expatriates

9. Corporate Social Responsibility

Introduction; Strategic CSR defined; CSR activities; The rationale for CSR; Developing a CSR strategy

10. Human Resource Management Research Methods

Introduction; The nature of research; Research philosophy; Planning and conducting research programmes; Literature reviews; Quantitative and qualitative methods of research; Methods of collecting data; Processes involved in research; Statistical analysis

Part II Human Resource Management Processes

11. Competency-based HRM

Introduction; Types of competencies; Competency frameworks ; Coverage of competencies ; Applications of competency-based HRM; Developing a competency framework Competencies and emotional intelligence

12. Knowledge Management

Introduction; Knowledge management defined; The concept of knowledge; The purpose and significance of knowledge management; Knowledge management strategies; Knowledge management systems; Knowledge management issues; The contribution of HR to knowledge management

13. High-performance Work Systems

Introduction; High-performance culture; High-performance work system defined; Characteristics of a high-performance work system; Components of an HPWS; Impact of high-performance work systems; Reservations about the impact of an HPWS; Developing a high-performance work system

Part III Work and Employment

14. Work

Introduction; The nature of work; Organizational factors affecting work; Changes in the pattern of employment ; The future of work

15. The Employment Relationship

Introduction; The employment relationship defined; The basis of the employment relationship; Employment relationship contracts; What is happening to the employment relationship; Managing the employment relationship ; Developing a high trust organization; Theories explaining the employment relationship

16. The Psychological Contract

Introduction; The psychological contract defined; The psychological contract and the employment relationship; The significance of the psychological contract; Changes to the psychological contract; State of the psychological contract 2004; How psychological contracts develop; Developing and maintaining a positive psychological contract

17. The Essence of Organizational Behaviour

Introduction; Organizational behaviour defined; Organizational behaviour defined; Organization behaviour and the social and behavioural sciences; Explaining organizational behaviour; Factors affecting organizational behaviour; The sources and applications of organization behaviour theory; The significance of organizational behaviour theory

Part IV Organizational Behaviour

18. Characteristics of People

Introduction; Individual differences; Personal characteristics; Types of behaviour; Implications for HR specialists

19. Motivation

Introduction; Motivation defined; Types of motivation; Motivation theories; Motivation and money; Motivation strategies

20. Engagement and Commitment

Introduction; The concepts of engagement and commitment compared; Employee engagement; Organizational commitment; The contribution of HR to developing commitment

21. How Organizations Function

Introduction; Organization theory; Organization structure; Types of organization; Organizational processes

22. Organizational Culture

Introduction; Organizational culture defined; Organizational climate defined; How organizational culture develops; The diversity of culture; The components of culture; Classifying organizational culture; Assessing organizational culture; Measuring organizational climate; Appropriate cultures; Supporting and changing cultures

Part V Organization Design and Development

23. Organization Design

Introduction; The process of organizing; Aims of organization design; Conducting organization reviews; Who does the work?

24. Organization Development

Introduction; Organization development defined; Organization development programmes; Assumptions and values of organization development; Organization development activities

25. Change Management

Introduction; Types of change; The change process; Change models; Resistance to change; Implementing change; Guidelines for change management; Organizational transformation; The role of HR in managing change

26. Job, Role, Competency and Skills Analysis

Introduction; Definitions; Job analysis; Job descriptions; Role analysis and role profiles; Generic role profiles; Behavioural competency modelling; Analysing technical competencies; Skills analysis

27. Job and Role Design and Development

Introduction 00; Job design 00; Role development

Part VI People Resourcing

28. People Resourcing Strategy

Introduction; The objective of people resourcing strategy; The strategic HRM approach to resourcing; Integrating business and resourcing strategies; The components of employee resourcing strategy; Bundling resourcing strategies and activities

29. Human Resource Planning

Introduction; Human resource planning defined; Aims of human resource planning; Use of human resource planning; Approaches to human resource planning

30. People Resourcing Practice

Introduction; Employee value proposition; Employer brand; Employee turnover ; Retention planning; Absence management; Flexibility planning

31. Recruitment and Selection

Introduction; The recruitment and selection process; Defining requirements; Attracting candidates; Processing applications; Selection methods; Dealing with recruitment problems; References and offers

32. Selection Interviewing

Introduction; Purpose; The basis of an interview -- the person specification; The nature of an interview -- obtaining the information ; Advantages and disadvantages of interviews; Interviewing arrangements; Preparation; Planning an interview; Types of interviews; Interview techniques -- starting and finishing; Interviewing techniques -- asking questions; Selection interviewing skills; Coming to a conclusion

33. Selection Tests

Introduction; Psychological tests; Ability tests ; Characteristics of a good test; Interpreting test results; Choosing tests; The use of tests in a selection procedure ; Good practice in psychological testing

34. Talent Management

Introduction; The meaning of talent management; The process of talent management; Developing a talent management strategy; Management succession planning

35. Career Management

Introduction; Career management defined; Aims; Career stages; Career development strategy; Career management activities; The process of career management; Self-managed careers

36. Introduction to the Organization

Introduction; Induction: what it is and why it is important ; Reception; Documentation; Company induction -- initial briefing; Introduction to the workplace; Formal induction courses; On-the-job induction training

37. Release from the Organization

Introduction; Redundancy; Dismissal; Retirement

Part VII Performance Management

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