Armstrong’s Handbook of Human Resource Management Practice
- Length: 800 pages
- Edition: 1
- Language: English
- Publisher: Kogan Page
- Publication Date: 2020-01-28
- ISBN-10: 0749498277
- ISBN-13: 9780749498276
- Sales Rank: #884135 (See Top 100 Books)
Armstrong’s Handbook of Human Resource Management Practice is the bestselling and definitive resource for HRM students and professionals, which helps readers to understand and implement HR in relation to the needs of the business. It covers in-depth all of the areas essential to the HR function such as employment law, employee relations, learning and development, performance management and reward, as well as the HR skills needed to ensure professional success, including leadership, managing conflict, interviewing and using statistics. Illustrated throughout in full colour and with a range of pedagogical features to consolidate learning (e.g. source review boxes, key learning points, summaries and case studies from international organizations such as IBM, HSBC and Johnson and Johnson), this fully updated 15th edition includes new chapters on the HRM role of line managers, evidence-based HRM, e-HRM and the gender pay gap, further case studies and updated content covering the latest research and developments.
Armstrong’s Handbook of Human Resource Management Practice is aligned with the Chartered Institute of Personnel and Development (CIPD) profession map and standards and is suited to both professionals and students of both undergraduate degrees and the CIPD’s level 5 and 7 professional qualifications. Online supporting resources include comprehensive handbooks for lecturers and students, lecture slides, all figures and tables, toolkits, and a literature review, glossary and bibliography.
Cover Contents in brief List of figures List of tables Preface PART I Fundamentals of human resource management 01 Human resource management 02 Strategic HRM 03 HR strategy 04 Human capital management 05 The context of HRM 06 HRM and performance 07 International HRM PART II Delivering HRM 08 The role of the HR function 09 The role of HR professionals 10 The HRM role of line managers PART III Human resource management processes 11 Evidence-based HRM 12 HR analytics 13 e-HRM 14 Artificial intelligence and HRM 15 Knowledge management 16 Competency-based HRM 17 The ethical dimension of HRM 18 Corporate social responsibility PART IV Organization 19 Organizational behaviour 20 Organization design 21 Work design 22 Job design 23 Organization development PART V Factors affecting the behaviour of people at work 24 Motivation 25 Commitment 26 Employee engagement PART VI People resourcing 27 Workforce planning 28 Recruitment and selection 29 Talent management PART VII Employment practices 30 Managing employment 31 Managing diversity and inclusion 32 Managing flexibility PART VIII Learning and development 33 The basis of learning and development 34 The process of learning and development 35 Learning and development practices 36 Leadership and management development PART IX Performance management 37 The concept of performance management 38 Performance management systems 39 Reinventing performance management PART X Reward management 40 The basis of reward management 41 The practice of reward management 42 Managing reward for special groups 43 The gender pay gap PART XI Employment relations 44 The basis of employment relations 45 The employment relationship 46 The psychological contract 47 The practice of industrial relations 48 Employee voice 49 Employee communications PART XII Employee wellbeing 50 The principles and practice of employee wellbeing 51 Health and safety PART XIII HRM policies and practices and employment law 52 HR policies 53 HR procedures 54 HR information systems 55 Employment law PART XIV People management skills 56 Strategic people management skills 57 Business skills 58 Problem-solving and decision-making skills 59 Analytical and critical skills 60 Research skills 61 Statistical skills 62 Selection interviewing skills 63 Job, role, competency and skills analysis 64 Learning and development skills 65 Negotiating skills 66 Change management 67 Influencing skills 68 Leadership skills 69 Handling people problems 70 Handling challenging conversations 71 Managing conflict 72 Political skills 73 Dealing with business issues from an HR perspective 74 Project management CIPD New Profession Map Author index Subject index Contents List of figures List of tables Preface PART I Fundamentals of human resource management 01 Human resource management Introduction HRM: meaning and issues The development of the HRM concept HRM philosophy The goals of HRM HRM standards The theoretical base of HRM Models of HRM Perspectives on HRM The HR system The impact of HRM HRM – today HRM – the future The concept of people management References 02 Strategic HRM Introduction The nature of strategic human resource management Strategic fit The resource-based view of SHRM Critical evaluation of the concept of SHRM References 03 HR strategy Introduction The nature of HR strategy Approaches to the formulation of HR strategy Developing HR strategy Implementing HR strategy References 04 Human capital management Introduction Human capital management defined The concept of human capital The constituents of human capital Measuring human capital Approaches to people management raised by human capital theory References 05 The context of HRM Introduction Environmental factors What’s happening to work? The labour market References 06 HRM and performance Introduction Measuring organizational performance The impact of HRM How HRM makes an impact The contribution of HR The development of high-performance working High-performance work systems References 07 International HRM Introduction The international scene International HRM strategies Contextual factors Convergence and divergence The practice of international HRM Global approaches to talent management Managing expatriates International HRM policies References PART II Delivering HRM 08 The role of the HR function Introduction The overall contribution of HR The contribution of the HR function to the achievement of competitive advantage The role and organization of the HR function Outsourcing HR work Power of the HR function The reputation of the HR function Evaluating the HR function The role of HR in small- and medium-sized organizations (SMEs) References 09 The role of HR professionals Introduction The overall role of the HR professional The Ulrich model The strategic role of the HR professional The HR business partner role The partnership role of HR professionals The innovation role The change agent role The service delivery role HR professionals: role requirements Carrying out the role of the HR professional References 10 The HRM role of line managers Introduction The people management role of line managers How well does devolution of HR responsibilities to line managers work? Factors affecting the quality of the implementation of HRM by line managers Dealing with the issues References PART III Human resource management processes 11 Evidence-based HRM Introduction Evidence-based HRM defined Evidence-based management The approach to evidence-based HRM References 12 HR analytics Introduction HR analytics defined The purpose of HR analytics The process of HR analytics HR analytics levels Keeping people informed References 13 e-HRM Introduction e-HRM defined Purpose of e-HRM Features of e-HRM e-HRM achievements References 14 Artificial intelligence and HRM Introduction The components of AI Applications for AI in HRM AI risks The extent to which AI is used by HR Tips for practitioners on introducing AI Ethical considerations References 15 Knowledge management Introduction The concept of knowledge Knowledge management defined Knowledge management strategies Knowledge management issues The contribution of HR to knowledge management References 16 Competency-based HRM Introduction Competency defined Using competencies Applications of competency-based HRM Developing a competency framework Keys to success in using competencies Reference 17 The ethical dimension of HRM Introduction The meaning and concerns of ethics The nature of ethical decisions and judgements Ethical frameworks Fairness Equity theory Justice HRM ethical guidelines Ethical dilemmas The ethical role of HR References 18 Corporate social responsibility Introduction Corporate social responsibility defined Strategic CSR defined CSR activities The rationale for CSR The opposing view Benefits of CSR The basis for developing a CSR strategy References PART IV Organization 19 Organizational behaviour Introduction Organizational behaviour defined The sources and applications of organizational behaviour theory How organizations function Organizational culture Organizational climate Organizational processes Characteristics of people Implications for HR specialists References 20 Organization design Introduction Organization design theory Organization design guidelines Organizational choice The approach to organization design Successful organization design References 21 Work design Introduction What is happening to work? Work design – a short history The approach to work system design Smart working Agile working Automation The role of HR in work design References 22 Job design Introduction Job quality The principles and practice of job design Job enrichment The job characteristics model The job demands-resources model Job design practice Responsibility for job design Job crafting References 23 Organization development Introduction Organization development defined The nature of organization development The story of organization development Organization development strategy The consulting cycle Organizational diagnosis Organization development programmes Conclusions on organization development References PART V Factors affecting the behaviour of people at work 24 Motivation Introduction The meaning of motivation Instrumentality theory Content theory Process theory Summary of motivation theories Motivation and job satisfaction Motivation and money Conclusions on motivation theory Motivation strategies References 25 Commitment Introduction The meaning of organizational commitment Mutuality and commitment The mutual gains perspective Commitment and engagement Factors affecting commitment Developing a commitment strategy Critical evaluation of the concept of commitment References 26 Employee engagement Introduction The meaning of employee engagement The theory of engagement The components of employee engagement Drivers of employee engagement Outcomes of engagement Engagement strategy Enhancing job engagement Enhancing organizational engagement Burnout Measuring engagement Critical evaluation of the concept of employee engagement References PART VI People resourcing 27 Workforce planning Introduction Workforce planning defined Incidence of workforce planning The link between workforce and business planning Reasons for workforce planning Workforce planning issues Systematic workforce planning Approach to workforce planning References 28 Recruitment and selection Introduction Defining requirements Attracting candidates Sourcing candidates Managing the recruitment process Selection methods Selection interviews Selection testing Assessment centres Choice of selection methods Making the decision Provisional offers and obtaining references Checking applications Offering employment Following up Dealing with recruitment problems References 29 Talent management Introduction Talent management defined Talent management policy Talent management strategy The process of talent management The talent pool Talent planning Resourcing Identifying talent Talent development References PART VII Employment practices 30 Managing employment Introduction The employee experience Introduction to the organization Managing employee retention Release from the organization Absence management References 31 Managing diversity and inclusion Introduction The meaning and significance of managing diversity and inclusion Bias as a factor affecting diversity and inclusion The rationale for managing diversity and inclusion How to manage diversity and inclusion References 32 Managing flexibility Introduction Forms of flexibility Flexible working The role of HR References PART VIII Learning and development 33 The basis of learning and development Introduction Learning and development defined Strategic L&D Creating a learning culture Organizational learning strategies The notion of a learning organization Individual learning strategies How people learn References 34 The process of learning and development Introduction Identify learning needs Overall approaches to learning and development Plan learning and development activities Implement Evaluate References 35 Learning and development practices Introduction Workplace learning Social and collaborative working Digital learning Use of artificial intelligence Training Personal development planning Apprenticeships References 36 Leadership and management development Introduction Leadership and management development defined The nature of leadership and management Leadership and management development compared Leadership development Management development Criteria for leadership and management development References PART IX Performance management 37 The concept of performance management Introduction Performance management defined The conceptual framework Underpinning theories Aims of performance management Principles of performance management Examples of approaches to performance management The impact of performance management Requirements for success References 38 Performance management systems Introduction How a performance management system works Performance and development planning Managing performance throughout the year Performance reviews Performance assessment Recording the performance agreement and review Introducing a performance management system Requirements for success 360-degree feedback References 39 Reinventing performance management Introduction Performance management criticisms Performance management system issues The role of line managers Dealing with the issues – reinventing performance management A radical way ahead? References PART X Reward management 40 The basis of reward management Introduction Reward management defined Values and beliefs Reward policy Reward strategy The reward system References 41 The practice of reward management Introduction Market pricing Job evaluation Base pay management Contingent pay Recognition schemes Employee benefits Administering reward management References 42 Managing reward for special groups Introduction Executive remuneration Reward management for sales and customer service staff Rewarding expatriates Paying manual workers References 43 The gender pay gap Introduction Reasons for the gender pay gap Actions to reduce gender pay gaps Narrowing the gap at organizational level References PART XI Employment relations 44 The basis of employment relations Introduction The meaning of employment relations Employment relations policies Employment relations strategies Employment relations climate Managing with unions Managing without unions References 45 The employment relationship Introduction The nature of the employment relationship The basis of the employment relationship Labour process theory and the employment relationship Employment relationship contracts Managing the employment relationship Developing a climate of trust References 46 The psychological contract Introduction The psychological contract defined The significance of the psychological contract The psychological contract and the employment relationship How psychological contracts develop The problem with psychological contracts Developing and maintaining a positive psychological contract References 47 The practice of industrial relations Introduction Trade union membership Union recognition Collective bargaining Collective agreements Informal employment relations processes References 48 Employee voice Introduction The need for employee voice Degrees of employee voice Direct voice Indirect voice Employees’ experience of voice References 49 Employee communications Introduction The importance of employee communications What should be communicated Approach to communication Communication methods Employee communication strategy References PART XII Employee wellbeing 50 The principles and practice of employee wellbeing Introduction The principles of wellbeing The case for caring about wellbeing Factors affecting wellbeing Employee wellbeing strategy References 51 Health and safety Introduction Managing health and safety at work Health and safety policies Conducting risk assessments Health and safety audits Health and safety inspections Accident prevention Occupational health programmes Managing stress Measuring health and safety performance Communicating the need for better health and safety practices Health and safety training Organizing health and safety References PART XIII HRM policies and practices and employment law 52 HR policies Introduction Why have HR policies? Overall HR policy Specific HR policies Developing HR policies Implementing HR policies 53 HR procedures Introduction Capability procedure Disciplinary procedure Grievance procedure Redundancy procedure 54 HR information systems Introduction Reasons for introducing an HRIS The functions of an HRIS Features of an HRIS References 55 Employment law Introduction The purpose of employment law How is employment law enforced? HRM and employment law The General Data Protection Regulation (GDPR) References PART XIV People management skills 56 Strategic people management skills Introduction The strategic role of the HR professional The strategic business partner model The strategic skills required Reference 57 Business skills Introduction Business skills Financial skills Business models References 58 Problem-solving and decision-making skills Introduction Problem solving Decision making References 59 Analytical and critical skills Introduction Analytical skills Logical reasoning Critical thinking Critical evaluation Developing and justifying arguments A final word Reference 60 Research skills Introduction The nature of research Planning and conducting research programmes Research methodology Methods of collecting data Processes involved in research References 61 Statistical skills Introduction Frequency Measures of central tendency Measures of dispersion Correlation Regression Causality Tests of significance Testing hypotheses References 62 Selection interviewing skills Introduction Preparing for the interview Selection interviewing skills Structured interviews Coming to a conclusion Dos and don’ts of selection interviewing Reference 63 Job, role, competency and skills analysis Introduction Definition Job analysis Job descriptions Role analysis and role profiles Skills analysis Competency modelling References 64 Learning and development skills Introduction Coaching Mentoring Facilitating Job instruction References 65 Negotiating skills Introduction The process of negotiation Stages of negotiation Initial steps Negotiating and bargaining skills Reference 66 Change management Introduction The psychology of change management Levers for change The change process Change models Resistance to change Implementing change The role of change agents The role of HR in leading and facilitating change Change management programmes Nudge theory Evidencing the value of change Guidelines for change management References 67 Influencing skills Introduction Persuading people Case presentation Making a business case Facilitating Coordinating discussions 68 Leadership skills Introduction The meaning of leadership Leadership theories What leaders do Leadership styles Types of leaders The reality of leadership The qualities of a good leader Effective leadership References 69 Handling people problems Introduction Disciplinary issues Absenteeism Handling poor timekeeping Handling negative behaviour Dealing with under-performance 70 Handling challenging conversations 71 Managing conflict Introduction Handling inter-group conflict Handling interpersonal conflict Resolving conflict between team members Reference 72 Political skills Introduction Typical political approaches Using political means to get things done Political sensitivity Dangers of politics Dealing with organizational politics Reference 73 Dealing with business issues from an HR perspective Introduction Identify business issues Establish people factors Critically analyse relevant HR policy and practice Conduct or participate in research Analyse quantitative and qualitative information Draw conclusions Prepare and make the business case Reference 74 Project management Introduction Project planning Setting up the project Controlling the project CIPD New Profession Map Author index Subject index
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