Name: Armstrong's Handbook of Human Resource Management Practice By Michael Armstrong
SKU: 9780749452421
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Armstrong's Handbook of Human Resource Management Practice Summary

Armstrong's Handbook of Human Resource Management Practice by Michael Armstrong

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.

Armstrong's Handbook of Human Resource Management Practice Reviews

Armstrongs handbook has been updated to reflect developments in HRM, including a new chapter on social responsibility. * People Management *
HR Space (Personnel Today online)
... attesting to its claim to be the definitive HR guide, the Handbook covers processes, organisational behaviour, rewarding employees and performance management. * Times Higher Education *

About Michael Armstrong

Michael Armstrong is a former Chief Examiner of the Chartered Institute of Personnel and Development, joint managing partner of e-reward and an independent management consultant. He has sold over 500,000 books on the subject of HRM (published with Kogan Page).

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 learning; E-learning; Blended learning; Self-directed learning; Development; Training 42 Learning and Development Programmes and Events Introduction; The business case for learning and development; Planning and delivering learning programmes and events; Responsibility for the implementation of learning; Identifying learning needs; Evaluation of learning 43 How People Learn Introduction; Learning defined; The learning process; Learning theory; Learning styles; Learning to learn; The learning curve; The motivation to learn; The implications of learning theory and concepts 44 Organizational Learning Introduction; Organizational learning defined; The process of organizational learning; Outcomes of organizational learning; Outcomes of organizational learning; Evaluative enquiry; Organizational learning and the learning organization 45 Management Development Introduction; Management development policy; Management development strategy; Approaches to management development; The integrated approach to management development; Responsibility for management development; Criteria for management development Part IX Rewarding People 46 Reward Management Introduction; Reward management defined; The philosophy of reward management; The reward system; Total reward; Reward strategy; Reward management and line management capability 47 Job Evaluation Introduction; Job evaluation defined; Approaches; Analytical job evaluation schemes; Non-analytical schemes; ]Market pricing; Computer-aided job evaluation; Choice of approach; Designing an analytical point-factor job evaluation scheme; Designing an analytical matching job evaluation scheme; Equal pay considerations; Conclusions 48 Market Rate Analysis Introduction; The concept of a market rate; Job matching; Use of benchmark jobs; Sources of market data; Interpreting and presenting market rate data; Using survey data 49 Grade and Pay Structures Introduction 00; Definitions; Types of grade and pay structure; Designing grade and pay structures 50 Contingent Pay Introduction; Contingent pay as a motivator; Arguments for and against contingent pay; Alternatives to contingent pay; Criteria for success; Performance-related pay; Competency-related pay; Contribution-related pay; Skill-based pay; Readiness for individual contingent pay; Developing and implementing individual contingent pay; Service-related pay; Summary of individual contingent pay schemes; Bonus schemes; Team-based pay; Organization-wide bonus schemes; Choice of approach to contingent pay 51 Rewarding Special Groups Reward management for directors and executives; Reward management for sales representatives; Paying manual workers 52 Employee Benefits, Pensions and Allowances Employee benefits; Pensions; Communicating pensions policies; Total reward statements; Allowances 53 Managing Reward Systems Introduction; Controlling reward; Monitoring and evaluating reward policies and practices; Conducting pay reviews; Reward procedures; Managing the development of reward systems; Devolution to line managers of responsibility for reward; Communicating to employees Part X Employee Relations 54 The Employee Relations Framework Introduction; The basis of employee relations; Industrial relations as a system of rules; Regulations and rules in industrial relations; Collective bargaining; The unitary and pluralist views; The concept of social partnership 00; Individualism and collectivism; Voluntarism and its decline; The HRM approach to employee relations; The context of industrial relations; Developments in industrial relations; The parties to employee relations 55 Employee Relations Processes Introduction 00; Employee relations policies; Employee relations strategies 00; Employee relations climate; Union recognition; Collective bargaining arrangements; Collective bargaining outcomes; Informal employee relations processes; Other features of the industrial relations scene 00; Negotiating and bargaining; Managing with unions; Managing without trade unions; The state of employment relations; Handling employment issues 56 Employee Voice Introduction; The meaning of employee voice; The forms of employee voice; The framework for employee voice 00; Expression of employee voice; Joint consultation; Attitude surveys; Suggestion schemes; Effectiveness of employee involvement and participation; Planning for voice; EU Directives affecting employee voice procedures 57 Employee Communications Introduction; The importance of employee communications; What should be communicated?; Communication methods; Employee communication strategy Part XI Health, Safety and Employee Well-being 58 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; Measuring health and safety performance; Communicating the need for better health and safety practices; Health and safety training; Organizing health and safety 59 Employee Well-being Introduction 00; Significance of the work environment; Services for individuals; Group employee services Part XII HR Policies, Procedures and Systems 60 HR Policies Introduction; Why have HR policies?; Overall HR policy; Specific HR policies; Formulating HR policies; Implementing HR policies 61 HR Procedures What are HR procedures?; Capability procedure; Disciplinary procedure; Grievance procedure 00; Redundancy procedure 62 HR Information Systems Introduction; Reasons for introducing an HRIS; The functions of an HRIS 00; Features of an HRIS; Introducing an HRIS Appendices A Example of Employee Engagement and Commitment Survey B Example of Performance Management Survey C Example of Reward Survey D Learning and Development Activities and Methods E HRM Research Methods Web Addresses Subject/Author Index

Additional information

Sku

GOR003961447

ISBN 13

9780749452421

ISBN 10

0749452420

Title

Armstrong's Handbook of Human Resource Management Practice by Michael Armstrong

Author

Michael Armstrong

Condition

Used - Very Good

Binding type

Paperback

Publisher

Kogan Page Ltd

Year published

20090503

Number of pages

1088

Prizes

N/A

Cover note

Book picture is for illustrative purposes only, actual binding, cover or edition may vary.

Note

This is a used book - there is no escaping the fact it has been read by someone else and it will show signs of wear and previous use. Overall we expect it to be in very good condition, but if you are not entirely satisfied please get in touch with us

Armstrong's Handbook of Human Resource Management Practice Michael Armstrong

Armstrong's Handbook of Human Resource Management Practice by Michael Armstrong

Summary

Armstrong's Handbook of Human Resource Management Practice Summary

Armstrong's Handbook of Human Resource Management Practice by Michael Armstrong

Armstrong's Handbook of Human Resource Management Practice Reviews

About Michael Armstrong

Table of Contents

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