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Full Description
Understand and apply strategic human resource management with this definitive resource.
Armstrong's Handbook of Human Resource Management Practice by Michael Armstrong and Stephen Taylor is a leading HRM textbook for undergraduate and postgraduate students, as well as professionals studying for CIPD Level 5 and Level 7 qualifications. Fully aligned with the CIPD Profession Map, this updated 17th edition supports modules in human resource management, employment law and people management.
Covering core HR areas including employee relations, learning and development, performance management, reward and talent management, this comprehensive edition also develops essential professional skills such as leadership, conflict management, interviewing and statistical analysis. Updated content explores artificial intelligence in HR, systems thinking, hybrid working, employee wellbeing and the evolving balance of hard and soft HR skills.
This textbook includes:
- Coverage aligned to CIPD Level 5 and Level 7 outcomes
- Real-world examples linking HR theory to practice
- Source review boxes and key learning points
- New content on AI, systems thinking and hybrid working
- Online resources including slides, toolkits, glossary and literature review
With rigorous academic grounding, practical insights and real-world examples from organizations including IBM, HSBC and Johnson & Johnson, Armstrong's Handbook of Human Resource Management Practice remains a core textbook for HRM degree programmes and CIPD-accredited study to connect theory with applied practice.
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
