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Full Description
Armstrong's Handbook of Human Resource Management Practice is the definitive resource for HRM students and professionals, to understand and implement all things HR.
This book is suited to both professionals and students of undergraduate and postgraduate degrees, providing 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 and development, including leadership, managing conflict, interviewing and using statistics. Illustrated in colour throughout, readers will find a range of pedagogical features to consolidate learning such as source review boxes, key learning points and real world examples from international organizations such as IBM, HSBC and Johnson and Johnson.
This fully updated 17th edition includes new material on:
- Artificial Intelligence
- Systems thinking
- Communication skills
- Necessary hard and soft skills in HRM practices
Updates are included throughout to reflect the changes within the realm of HR, such as talent management, hybrid working and employee wellbeing. It is aligned with the Chartered Institute of Personnel and Development (CIPD) profession map so can be used by those studying Level 5 and Level 7 qualifications. Online supporting resources include comprehensive handbooks for lecturers and students, lecture slides, toolkits, and a literature review, glossary and bibliography.
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: AI in 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: Ability, motivation and opportunity;
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: Skill-based Recruitment;
Chapter - 29: Talent Management;
Section - EIGHT: Employment practices;
Chapter - 30: The employee experience;
Chapter - 31: Managing employment;
Chapter - 32: Managing diversity and inclusion;
Chapter - 33: Managing flexibility;
Chapter - 34: Managing home and hybrid working;
Section - NINE: Learning and development;
Chapter - 35: The basis of learning and development;
Chapter - 36: Strategic learning and development;
Chapter - 37: Organisational learning and the learning organization;
Chapter - 38: Individual learning;
Chapter - 39: The practice of learning and development;
Chapter - 40: The practice of learning and development;
Chapter - 41: Leadership and management development;
Section - TEN: Performance management;
Chapter - 42: The basis of performance management;
Chapter - 43: Performance management;
Chapter - 44: Performance leadership;
Section - ELEVEN: Reward management;
Chapter - 45: The bases of reward management;
Chapter - 46: Reward strategy;
Chapter - 47: The practice of reward management;
Chapter - 48: Managing reward for special groups;
Chapter - 49: Reducing the gender pay gap;
Section - TWELVE: Employment relations;
Chapter - 50: The basis of employment relations;
Chapter - 51: Employment relations strategy;
Chapter - 52: The employment relationship;
Chapter - 53: The psychological contract;
Chapter - 54: The practice of industrial relations;
Chapter - 55: Employee voice;
Chapter - 56: Employee communications;
Section - THIRTEEN: Employee wellbeing;
Chapter - 57: Principles and practice of employee wellbeing;
Chapter - 58: Health and Safety;
Section - FOURTEEN: HR practices;
Chapter - 59: HR policies;
Chapter - 60: HR procedures;
Chapter - 61: Dealing with the legal aspects of employment;
Section - FIFTEEN: International HRM;
Chapter - 62: The basis of international HRM;
Chapter - 63: The practice of international HRM;
Chapter - 64: Managing expatriates;
Section - SIXTEEN: People management skills and competencies;
Chapter - 65: Strategic people management skills;
Chapter - 66: Business skills;
Chapter - 67: Dealing with business issues from an HR perspective;
Chapter - 68: Problem-solving and decision-making;
Chapter - 69: Analytical and critical skills;
Chapter - 70: Research skills;
Chapter - 71: Statistical skills;
Chapter - 72: Selection interviewing skills;
Chapter - 73: Job, role and skills analysis and competency modelling;
Chapter - 74: Learning and development skills;
Chapter - 75: Negotiating skills;
Chapter - 76: Change management;
Chapter - 77: Influencing skills;
Chapter - 78: Leadership;
Chapter - 79: Handling people problems;
Chapter - 80: Handling challenging conversations;
Chapter - 81: Managing conflict;
Chapter - 82: Recruitment-based skills;
Chapter - 83: Political skills;
Chapter - 84: Project management;
Section - SEVENTEEN: Conclusion;
Chapter - 85: Trends in HRM
