Armstrong's Essential Human Resource Management Practice: A Guide to People Management

Overview


This book, a complete overview of the practices and processes fundamental to HR, is written for those who are not HR professionals but need to have a thorough understanding of how to manage people.  The text provides a thorough introduction to the core areas of HR including: people resourcing, performance management, learning and development and rewarding people. It also examines the contribution of HR to organizational aims and objectives and how it is integrated within ...
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Armstrong's Essential Human Resource Management Practice: A Guide to People Management

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Overview


This book, a complete overview of the practices and processes fundamental to HR, is written for those who are not HR professionals but need to have a thorough understanding of how to manage people.  The text provides a thorough introduction to the core areas of HR including: people resourcing, performance management, learning and development and rewarding people. It also examines the contribution of HR to organizational aims and objectives and how it is integrated within the business.
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Editorial Reviews

From the Publisher

"This 11th edition of a classic text in human resources is condensed and rewritten with the non-HR student or professional in mind. Part I describes human resource management practices, policies, and procedures, human capital management, knowledge management, and corporate social responsibility. Part II covers organizational behavior and employee engagement, and part III details practice areas such as job and role analysis, reward management, and employee well being. Part IV treats people management skills such as managing change and conflict. A 25-page appendix describes the approaches and techniques used in conducting research projects in human resource management. A companion web site has student and instructor resources such as teaching notes, additional case studies, and a glossary." -- Book News Inc. 
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Product Details

  • ISBN-13: 9780749459895
  • Publisher: Kogan Page, Ltd.
  • Publication date: 7/1/2010
  • Pages: 400
  • Product dimensions: 6.70 (w) x 9.50 (h) x 1.20 (d)

Meet the Author


Michael Armstrong is a former Chief Examiner of the Chartered Institute of Personnel and Development, joint managing partner of e-reward and an independent management consultant. He has sold over 500,000 books on the subject of HRM (published with Kogan Page), including Armstrong’s Handbook of Human Resource Management Practice.
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Table of Contents

Introduction 1

Part I Human Resource Management 5

1 The Practice of Human Resource Management 7

Introduction 8

The philosophy of HRM 8

The purpose of HRM 9

The diversity of HRM 10

HRM as a system 11

The context of HRM 12

The ethical dimension 14

The impact of HRM on performance 15

The HRM role of line managers 15

The role of the HR function 19

The role of HR practitioners 21

Critical evaluation of the concept of HRM 28

Key learning points 30

Questions 31

References 31

2 Strategic Human Resource Management 34

Introduction 35

The conceptual basis of strategic HRM 35

Strategic HRM defined 37

The resource-based view of strategic HRM 39

Strategic fit 41

Perspectives on strategic HRM 41

HR strategies 47

Critical evaluation of the concept of strategic HRM 50

Key learning points 52

Questions 54

References 54

3 HR Policies and Procedures 57

Introduction 57

HR policies 57

HR procedures 66

Key learning points 69

Questions 70

References 70

4 Human Capital Management 71

Introduction 72

Human capital management defined 72

The concept of human capital 72

Human capital measurement 74

Human capital reporting 80

Key learning points 81

Questions 82

References 83

5 Knowledge Management 84

Introduction 84

Knowledge management defined 85

The concept of knowledge 86

The purpose and significance of knowledge management 87

Knowledge management strategies 87

Knowledge management systems 88

Knowledge management issues 90

Key learning points 91

Questions 93

References 93

6 Corporate Social Responsibility 95

Introduction 95

Strategic CSR defined 96

CSR activities 96

The rationale tor CSR 98

Developing a CSR strategy 99

Key learning points 100

Questions 100

References 101

7 International HRM 103

Introduction 103

International HRM defined 104

Issues in international HRM 104

Global HR policies and practices 109

Managing expatriates 109

Key learning points 114

Questions 116

References 116

Part II Organizations and People 119

8 Organizational Behaviour 121

Introduction 122

Organizational behaviour defined 122

The sources and applications of organizational behaviour theory 122

How organizations function 123

Organizational processes 126

Organizational culture 128

Organization design 129

Characteristics of people 130

Motivation 136

The psychological contract 144

Organization development 146

Key learning points 147

Questions 149

References 150

9 Employee Engagement 153

Introduction 153

The meaning of employee engagement 154

Discretionary behaviour 157

Why engagement is important 158

Drivers of engagement 158

Enhancing engagement 159

Enhancing organizational engagement 163

Key learning points 165

Questions 165

References 165

Part III HRM Practice 167

10 Competency-based HRM 169

Introduction 170

Types of competencies 170

Competency frameworks 171

Applications of competency-based HRM 171

Behavioural competency modelling 174

Keys to success in using competencies 175

Key learning points 175

Questions 176

References 177

11 Job and Role Analysis and Design 178

Introduction 179

Job and role analysis 179

Job design 181

Role development 183

Key learning points 183

Questions 184

References 185

12 People Resourcing 186

Introduction 187

People resourcing strategy 187

Human resource planning 189

Recruitment and selection 192

Selection methods 195

Retention planning 198

Talent management 203

Flexibility planning 208

Absence management 210

Key learning points 212

Questions 213

References 214

13 Learning and Development 216

Introduction 217

Learning and development defined 217

Learning and development strategy 219

Learning culture 219

The learning organization 220

Organizational learning 221

How people learn 223

Approaches to learning and development 226

Development 228

Training 230

Blended learning 232

Planning and delivering learning programmes and events 232

Identifying learning needs 235

Evaluation of learning 238

Management and leadership development 239

Key learning points 242

Questions 244

References 244

14 Managing Performance 246

Introduction 247

The meaning of performance 247

Influences on performance 248

High-performance cultures 250

High-performance work systems 251

Managing organizational performance 253

Managing team performance 257

Managing individual performance 259

Key learning points 262

Questions 263

References 263

15 Reward Management 266

Introduction 267

Reward management defined 267

Aims of reward management 267

The reward management framework 268

The reward package 268

Reward systems 268

Strategic reward 271

Total rewards 273

Financial rewards 275

Non-financial rewards 279

Job evaluation 279

Market pricing 281

Grade and pay structures 282

Pay progression 287

Recognition schemes 289

Employee benefits 289

Key learning points 289

Questions 291

References 291

16 Employee Relations 293

Introduction 294

The employment relationship 294

Underpinning employment relations philosophies 297

Employee relations policies 298

Managing employee relations 299

Collective bargaining 301

Collective agreements 302

Dispute resolution 304

Employee voice 305

Communications 307

Key learning points 308

Questions 310

References 310

17 Employee Well-being 312

Introduction 313

Managing the work environment 313

Health and safety management 315

Key learning points 320

Questions 322

References 322

Part IV People Management Skills 323

18 Managing Change 325

Introduction 325

The change process 325

Change models 326

Resistance to change 327

Implementing change 329

Guidelines for change management 329

References 330

19 Leadership Skills 331

What leadership involves 331

Leaders and followers 333

Ulrich's leadership brand 333

Leadership styles 334

What makes a good leader 335

Leadership and emotional intelligence 335

Developing leadership skills 336

References 338

20 Selection Interviewing Skills 339

The nature of a selection interview 339

The content of an interview 340

Preparing for the interview 341

Planning the interview 342

Interviewing techniques - asking questions 343

Key interviewing skills 349

Coming to a conclusion 351

21 Performance Management Skills 354

Setting objectives 354

Formal review meetings 357

Guidelines on providing feedback 361

22 Learning and Development Skills 364

Induction training 364

Continuous learning 364

Personal developments planning 365

Coaching 366

Mentoring 367

Job instruction 368

23 Managing Conflict 370

Introduction 370

Managing inter-group conflict 370

Managing conflict between individuals 371

The role of the third party in managing conflict 373

Conclusion 374

References 375

24 Handling People Problems 376

Absenteeism 376

Disciplinary issues 378

Negative behaviour 380

Poor timekeeping 384

Underperformance 385

Appendix: HRM Research Methods 386

Author index 410

Subject index 415

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