Armstrong''s Handbook of Human Resource Management Practice - A Guide to the Theory and Practice of People Management

Armstrong's Handbook of Human Resource Management Practice is the definitive resource for HRM students and professionals, helping readers understand and implement HR to align with business needs.

This book provides detailed coverage of all areas essential to the HR function such as employment law, employee relations, learning and development, performance management and reward management. It also covers the HR skills needed to ensure professional success, including leadership, managing conflict, interviewing and using statistics. It is illustrated throughout in full colour and has a range of pedagogical features to consolidate learning such as source review boxes, key learning points and case studies from international organizations such as IBM, HSBC and Johnson and Johnson. This fully updated 16th edition includes new chapters on managing remote workers and developments in digital human resource management practices. There are also updates to reflect the changes throughout the HR function, such as performance leadership, 'smart' reward and employee wellbeing.

Armstrong's Handbook of Human Resource Management Practice is suited to both professionals and students of undergraduate and postgraduate degrees. It is also aligned with the Chartered Institute of Personnel and Development (CIPD) profession map so can be used by those studying the Associate Level 5 and Advanced Level 7 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.

List of contents

• Section - One: Fundamentals of human resource management;
• • Chapter - 01: The essence of HRM;
  • Chapter - 02: Human capital management;
  • Chapter - 03: The context of HRM;
  • Chapter - 04: The future of work;
  • Chapter - 05: HRM and organizational performance;
  • Chapter - 06: The ethical dimension of HRM;
  • Chapter - 07: Corporate social responsibility;
• Section - TWO: The strategic approach to HRM;
• • Chapter - 08: Strategic HRM;
  • Chapter - 09: HR strategy;
• Section - THREE: Delivering HR;
• • Chapter - 10: The role of HR;
  • Chapter - 11: The HRM role of line managers;
• Section - FOUR: Human resource management processes;
• • Chapter - 12: Evidence-based HRM;
  • Chapter - 13: HR analytics;
  • Chapter - 14: Digital HRM;
  • Chapter - 15: Knowledge Management;
  • Chapter - 16: Competency-based HRM;
• Section - FIVE: Organization;
• • Chapter - 17: Organizational behaviour;
  • Chapter - 18: Organizational design;
  • Chapter - 19: Work design;
  • Chapter - 20: Job design;
  • Chapter - 21: Organizational development;
• Section - SIX: Factors affecting the behaviour of people at work;
• • Chapter - 22: Motivation;
  • Chapter - 23: Commitment;
  • Chapter - 24: Employee engagement;
• Section - SEVEN: People resourcing;
• • Chapter - 25: Resourcing strategy;
  • Chapter - 26: Workforce Planning;
  • Chapter - 27: Recruitment and selection;
  • Chapter - 28: Talent Management;
• Section - EIGHT: Employment practices;
• • Chapter - 29: The employee experience;
  • Chapter - 30: Managing empployment;
  • Chapter - 31: Managing diversity and inclusion;
  • Chapter - 32: Managing flexibility;
  • Chapter - 33: Managing home and hybrid working;
• Section - NINE: Learning and development;
• • Chapter - 34: The basis of learning and development;
  • Chapter - 35: Strategic learning and development;
  • Chapter - 36: Organisational learning and the learning organization;
  • Chapter - 37: Individual learning;
  • Chapter - 38: The practice of learning and development;
  • Chapter - 39: The practice of learnign and development;
  • Chapter - 40: Leadership and management development;
• Section - TEN: Performance management;
• • Chapter - 41: The basis of performance management;
  • Chapter - 42: Performance management;
  • Chapter - 43: Performance leadership;

About the author

Michael Armstrong is the UK's bestselling author of Human Resource Management books including Armstrong's Handbook of Human Resource Management Practice, Armstrong's Handbook of Strategic Human Resource Management, Armstrong's Handbook of Reward Management Practice and Armstrong's Handbook of Performance Management and several other titles published by Kogan Page. His books have sold over a million copies and have been translated into twenty-one languages.

Michael Armstrong is a Companion and former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD), a managing partner of E-Reward and an independent management consultant. Prior to this he was an HR director of a publishing company. He is based in London, UK.Stephen Taylor, Chartered CCIPD, 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. He is also a widely published author, having co-authored Armstrong's Handbook of Human Resource Management Practice, also published by Kogan Page.

Report

"Armstrong and Taylor's text provides comprehensive and user-friendly coverage of key concepts and models of HRM, HRM processes and applications together with related delivery strategies. This edition extends and updates earlier versions, and is testimony to its enduring relevance and appeal." John Simmons, Lecturer, University of Liverpool Management School (about a previous edition)

Product details

• Authors: Michael Armstrong, Michael Taylor Armstrong, Stephen Taylor
• Publisher: Kogan Page
• Languages: English
• Product format: Paperback / Softback
• Released: 03.01.2023
• EAN: 9781398606630
• ISBN: 978-1-398-60663-0
• No. of pages: 760
• Subjects: Social sciences, law, business > Business > Business administration; BUSINESS & ECONOMICS / Management, Personnel & human resources management, Personnel and human resources management