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A Handbook of Human Resource Management Practice [Paperback]

Michael Armstrong
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Table of Contents

List of figures List of tables About the author Foreword PART I THE FOUNDATIONS OF HUMAN RESOURCE MANAGEMENT 1 Human resource management Human resource management defined Aims of HRM Versions of HRM The development of the HRM concept Models of HRM Further developments in the concept of HRM Assimilation of HRM Reservations about HRM HRM and personnel management Reactions to HRM Key HRM activities HRM in context Conclusions 2 Strategic human resource management Strategic HRM defined Aims of strategic HRM The rationale for strategic HRM Resource-based strategic HRM Approaches to strategic HRM Limitations to the concept of strategic HRM Formulating HR strategies Implementing HR strategies 3 Intellectual capital: the theory and its practical implications Intellectual capital defined The significance of intellectual capital Human capital Social capital Organizational capital Practical implications of intellectual capital theory Human capital theory and HR practices Practical implications of social capital theory Practical implications of organizational capital theory Conclusions PART II THE PRACTICE OF HUMAN RESOURCE MANAGEMENT 4 Role of the HR function Overall role of the HR function Variations in the role of the HR function Changes in the scope of the function Integrating the HR contribution Organizing the HR function Shared HR services The respective roles of HR and line management Marketing the HR function Preparing, justifying and protecting the HR budget Outsourcing HR work Using management consultants 5 Role of the HR practitioner What is expected from HR professionals Activities Gaining support and commitment Roles Models of HR management roles Ambiguities in the role of HR practitioners Conflict in the HR contribution Ethical considerations Professionalism in human resource management Competence in HR management HR professionals as 'thinking performers' 6 The contribution of the HR function Contribution to added value Contribution to competitive advantage The impact of HRM on business performance 7 Evaluating the HR function Approaches to evaluation Overall methods of evaluation Types of performance measures Evaluation criteria Practical methods of evaluation Preferred approach Auditing the HR function 8 International human resource management International human resource management defined The challenge of international human resource management Characteristics of international human resource management The context of international human resource management HR policies Employment policies Recruitment and selection Career planning International employee development Managing expatriates Realistic previews PART III ORGANIZATIONAL BEHAVIOUR 9 Characteristics of people Individual differences Attitudes Influences on behaviour at work Attribution theory - how we make judgements about people Orientation to work Roles Implications for HR specialists 10 Motivation The process of motivation Types of motivation Motivation theory Instrumentality theory Content (needs) theory Process theory Herzberg's two-factor model Summary of motivation theories The relationship between motivation and performance Motivation and money Motivation strategies 11 Commitment The meaning of commitment The significance of commitment Problems with the concept of commitment Commitment and mutuality Developing a commitment strategy The contribution of HR to developing commitment 12 How organizations function Basic considerations Organization theories Organization structure Types of organization Organizational processes 13 Organizational culture Definitions The significance of culture 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 IV WORK AND EMPLOYMENT 14 The nature of work What is work? Theories about work Organizational factors affecting work Changing patterns of work Unemployment Career expectations Attitudes to work 15 The employment relationship The employment relationship defined Nature of the employment relationship Basis of the employment relationship Defining the employment relationship Significance of the employment relationship concept Changes in the employment relationship Managing the employment relationship Trust and the employment relationship 16 The psychological contract The psychological contract defined The significance of the psychological contract The nature of the psychological contract The changing nature of the psychological contract The state of the psychological contract How psychological contracts develop Developing and maintaining a positive psychological contract PART V ORGANIZATION, JOBS AND ROLES 17 Organization design The process of organizing Aim Conducting organization reviews Organization analysis Organization diagnosis Organization planning Who does the work? 18 Organizational development, change and transformation What is organizational development? Organization development Change management Organizational transformation Development and change processes 19 Job and role design Jobs and roles Factors affecting job design Job design Job enrichment Self-managing teams High-performance work design Role building PART VI HUMAN RESOURCE MANAGEMENT PROCESSES 20 HRM policies What are HR policies? Why have HR policies? Do policies need to be formalized? HR policy areas Formulating or revising policies 21 Competency-related human resource management The concepts of competency and competence The constituents of competency Types of competencies Describing competencies Using the concept Emotional intelligence 22 Knowledge management Knowledge management defined The concept of knowledge Types of knowledge The purpose and significance of knowledge management Approaches to knowledge management Knowledge management issues The contribution of HR to knowledge management 23 Analysing and describing jobs and roles Definitions Job analysis Role analysis Skills analysis Competence analysis Job descriptions Role profiles PART VII EMPLOYEE RESOURCING Employee resourcing defined Employee resourcing and HRM Plan 24 Human resource planning The role of human resource planning Aims of human resource planning The process of human resource planning Resourcing strategy Scenario planning Estimating future human resource requirements Labour turnover Action planning The contribution of HR to human resource planning 25 Recruitment and selection The recruitment and selection process Defining requirements Attracting candidates Advertising Internet recruiting Outsourcing recruitment Educational and training establishments Sifting applications Selection methods Types of interviews Assessment centres Graphology Choice of selection methods Improving the effectiveness of recruitment and selection References, qualifications and offers Final stages 26 Selection interviewing Purpose Advantages and disadvantages of interviews The nature of an interview Interviewing arrangements Preparation Timing Planning and structuring interviews Interviewing approaches Interview techniques - starting and finishing Interviewing techniques - asking questions Selection interviewing skills Coming to a conclusion Dos and Don'ts of selection interviewing 27 Selection tests Psychological tests: definition Purpose of psychological tests Characteristics of a good test Types of test Interpreting test results Choosing tests The use of tests in a selection procedure 28 Introduction to the organization Induction defined Why taking care about induction is important Reception Documentation Company induction - initial briefing Introduction to the workplace Formal induction courses On-the-job induction training 29 Release from the organization General considerations Redundancy Outplacement Dismissal Voluntary leavers Retirement PART VIII PERFORMANCE MANAGEMENT 30 The basis of performance management Performance management defined Purpose of performance management Principles of performance management Concerns of performance management Ethical considerations The scope of performance management Background to performance management The process of performance management Conclusion 31 Performance management processes Key activities Role profile Performance agreements Managing performance throughout the year Performance reviews Guidelines for the meeting Performance rating Documentation Introducing performance management Monitoring and evaluating performance management 32 360-degree feedback 360-degree feedback defined Use of 360-degree feedback Rationale for 360-degree feedback 360-degree feedback - methodology Development and implementation 360-degree feedback - advantages and disadvantages 360-degree feedback - criteria for success PART IX HUMAN RESOURCE DEVELOPMENT 33 Strategic human resource development Strategic HRD defined Strategic HRD aims HRD and HRM Elements of HRD Human resource development philosophy 34 Organizational learning and the learning organization Organizational learning The learning organization 35 How people learn The nature of learning How learning takes place Requirements for effective learning Informal learning Workplace learning Continuous learning and development Self-managed learning 36 Training Definition Aim Benefits Understanding training Training philosophy The process of training Identifying learning and training needs Planning training programmes Training techniques Conducting training programmes Meeting the training needs of special groups Responsibility for training Evaluating training 37 Personal development planning Defined Purpose Focus Personal development planning - the overall process Identifying development needs and wants Identifying the means of satis...

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