Synopses & Reviews
A classic text for all students of HR Management,
Armstrong's Handbook of Human Resource Management Practice provides a complete resource for understanding and implementing HR. It includes in-depth explanations of all the key areas essential to the HR function, such as performance management, organizational behavior, employee relations and health, safety and welfare.
The authors encourage and facilitate effective learning, and he provides comprehensive online support material for both the instructor and student, offering opportunities for self-learning and extra help outside the classroom. In addition, they offer two sections of toolkits with easily applicable skills and knowledge.
The 13th edition, introducing Stephen Taylor as co-author, has been updated throughout to reflect new information on employment law and a more detailed look at international concerns in HRM.
Review
"[T]opical, comprehensive, well informed and student friendly." Dr Izabela Robinson, Senior Lecturer HRM - Northampton Business School
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<div>"[T]he gold standard when it comes to HRM texts."</div> Northampton Business School
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Connie Nolan, Senior Lecturer - Canterbury Christ Church University
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"[T]he gold standard when it comes to HRM texts." Connie Nolan, Senior Lecturer
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-Key HRM textbook used internationally - previous edition sold over 25,000 copies worldwide-Completed revised edition with a new chapter on employment law and more international examples-Includes tailored online resources for students and instructors Canterbury Christ Church University
Synopsis
HRM students at both undergraduate and postgraduate levels
About the Author
Michael Armstrong is Joint Managing Partner of E-reward and an independent management consultant. His books have sold over 500,000 copies worldwide and are translated into over 20 languages. Among them are Armstrong's Handbook of Human Resource Management, Armstrong's Handbook of Performance Management, Armstrong's Handbook of Management and Leadership and Strategic Human Resource Management (Kogan Page).
Stephen Taylor is a Senior Lecturer in Human Resource Management at the University of Exeter Business School and a Chief Examiner for the CIPD. Before his academic career, he worked in a variety of management roles in the hotel industry and in the NHS.
Table of Contents
List of figures
List of tables
List of exhibits
Preface
Part I The practice of human resource management
01 The essence of human resource management (HRM)
02 Strategic HRM
03 Delivering HRM - systems and roles
04 HRM and performance
05 Human capital management
06 Knowledge management
07 Competency-based HRM
08 The ethical dimension of HRM
09 Corporate social responsibility
Part II People and organizations
10 Organizational behaviour
11 Work, organization and job design
12 Organization development
Part III Factors affecting employee behaviour
13 Motivation
14 Commitment
15 Employee engagement
Part IV People resourcing
16 Strategic resourcing
17 Workforce planning
18 Recruitment and selection
19 Resourcing practice
20 Talent management
Part V Learning and development
21 Strategic learning and development
22 The process of learning and development
23 The practice of learning and development
24 Leadership and management development
Part VI Performance and reward
25 Performance management
26 Reward management - strategy and systems
27 The practice of reward management
28 Managing reward for special groups
Part VII Employee relations
29 Strategic employee relations
30 The employment relationship
31 The psychological contract
32 The practice of industrial relations
33 Employee voice
34 Employee communications
Part VIII Employee well-being
35 The practice of employee well-being
36 Health and safety
Part IX International HRM
37 The international HRM framework
38 The practice of international HRM
39 Managing expatriates
Part X HRM policy and practice
40 HR policies
41 HR procedures
42 HR information systems
43 Employment law
Part XI HR skills
44 Strategic HRM skills
45 Business skills
46 Problem-solving skills
47 Analytical and critical skills
48 Research skills
49 Statistical skills
50 Selection interviewing skills
51 Job, role and skills analysis and competency modelling
52 Learning and development skills
53 Negotiating skills
54 Leading and facilitating change
55 Leadership skills
56 Influencing skills
57 Handling people problems
58 Managing conflict
59 Political skills
Part XII HRM toolkits
60 Strategic HRM toolkit
61 Human capital management toolkit
62 Organization design toolkit
63 Organization development toolkit
64 Employee engagement toolkit
65 Workforce planning toolkit
66 Talent management toolkit
67 Planning and delivering learning events toolkit
68 Performance management toolkit
69 Strategic reward toolkit
70 Total rewards toolkit
71 Job evaluation toolkit
72 Grade and pay structure design toolkit
73 Attitude surveys toolkit
Appendix 1: Example of attitude survey
Appendix 2: Survey providers
About the authors
Author index
Subject index