Armstrong's Handbook of Human Resource Management Practice and over 2 million other books are available for Amazon Kindle . Learn more

Buy Used
Used - Good See details
Price: £7.42

Trade in Yours
For a £1.87 Gift Card
Trade in
Have one to sell? Sell yours here
Start reading Armstrong's Handbook of Human Resource Management Practice on your Kindle in under a minute.

Don't have a Kindle? Get your Kindle here, or download a FREE Kindle Reading App.

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

Michael Armstrong
4.5 out of 5 stars  See all reviews (26 customer reviews)

Available from these sellers.

‹  Return to Product Overview

Table of Contents

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 38. The Process of Performance Management Introduction; Performance management defined; Objectives of performance management; Characteristics of performance management; Underpinning theories; The performance management cycle; Conducting a performance review meeting; Assessing performance; Dealing with under-performers; Introducing performance management; Line managers and performance management 39. 360-degree Feedback Introduction; Use of 360-degree feedback; 360-degree feedback - methodology; 360-degree feedback -- advantages and disadvantages; Development and implementation Part VIII Learning and Development 40 Learning and Development Strategy Introduction; Features of a learning and development strategy; Learning culture; The learning organization; The contribution of learning and development to organizational performance 41 The Process of Learning and Development Introduction; Learning and development defined; Elements of learning and development; Approaches to learning and development; Informal and formal learnin...

‹  Return to Product Overview