A Handbook of Human Resource Management Practice considers the HR function in relation to the needs of the business as a whole. Recognizing HRM as a strategic process, Michael Armstrong provides practical advice on how companies can maximize the effectiveness of the HRM function and ensure that it makes a major contribution to organizational success.
Now in its tenth edition, this internationally best-selling text has been fully updated to incorporate new developments in human resource management policy and research.
Based on the latest HRM theory, A Handbook of Human Resource Management Practice considers the HR function in relation to the needs of the business as a whole. Recognizing HRM as a strategic process, Michael Armstrong provides practical advice on how companies can maximize the effectiveness of the HRM function and ensure that it makes a major contribution to organizational success.
Contents:
• Managing people
• Human resource management
• Human capital management
• Role of the HR function
• The role of the HR practitioner
• Role of the front-line manager
• International HRM
• Human resources management process
• Strategic HRM
• HR strategies
• Developing and implementing HR strategies
• HRM policies
• Competency-based HRM
• Knowledge management
• Analysing roles, competencies and skills
• Work and employment
• The nature of the work
• The employment relationship
• The psychological contract
• Organizational behaviour
• Characteristics of people
• Motivation
• Organizational commitment and engagement
• How organizations functions
• Organizational culture
• Organization, design and development
• Organization design
• Job design and role development
• Organizational development, change and transformation
• People resourcing
• Human resource planning
• Talent management
• Recruitment and selection
• Selection interviewing
• Selection tests
• Introduction to the organization
• Release from the organization
• Performance management
• The basis of performance management
• The process of performance management
• 360-degree feedback
• Human Resource Development
• Strategic human resource development
• Organizational learning and the learning organization
• How people learn
• Learning and development
• E-learning
• Management development
• Formulating and implementing; learning and development strategies
• Rewarding people
• Reward management
• Strategic reward
• Job evaluation
• Market rate analysis
• Grade and pay structures
• Contingent pay
• Employee benefits, pensions and allowances
• Managing reward systems
• Employee relations
• The framework of employee relations
• Employee relations processes
• Negotiating and bargaining
• Employee voice
• Communications
• Health, safety and welfare
• Welfare services
• Employment and HRM services
• Employment practices
• HRM procedures
• Computerized human resource information systems
About the Author:
Michael Armstrong is a Companion and former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD), joint managing partner of e-reward and an independent management consultant.
Packing Weight | 3 kg |
Author | Michael Armstrong |
Publisher | KOGAN PAGE |
Page count | 982 |