Armstrong's Handbook of Human Resource Management Practice

Armstrong's Handbook of Human Resource Management Practice

by Michael Armstrong, Stephen Taylor

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Overview

Armstrong's Handbook of Human Resource Management Practice is the bestselling and definitive resource for HRM students and professionals, which helps readers to understand and implement HR in relation to the needs of the business. It covers in-depth all of the areas essential to the HR function such as employment law, employee relations, learning and development, performance management and reward, as well as the HR skills needed to ensure professional success, including leadership, managing conflict, interviewing and using statistics. Illustrated throughout in full colour and with a range of pedagogical features to consolidate learning (e.g. source review boxes, key learning points, summaries and case studies from international organizations such as IBM, HSBC and Johnson and Johnson), this fully updated 15th edition includes new chapters on the HRM role of line managers, evidence-based HRM, e-HRM and the gender pay gap, further case studies and updated content covering the latest research and developments.

Armstrong's Handbook of Human Resource Management Practice is aligned with the Chartered Institute of Personnel and Development (CIPD) profession map and standards and is suited to both professionals and students of both undergraduate degrees and the CIPD's level 5 and 7 professional 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.

Product Details

ISBN-13: 9780749498283
Publisher: Kogan Page, Ltd.
Publication date: 01/03/2020
Sold by: Barnes & Noble
Format: NOOK Book
Pages: 800
File size: 9 MB

About the Author

Michael Armstrong is the UK's bestselling author of HRM books. With over a million copies sold, his books have been translated into 21 languages. He is managing partner of e-reward and was previously a chief examiner of the Chartered Institute of Personnel and Development (CIPD). He is the author of a number of other books on HR published by Kogan Page.

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.


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.


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.

Read an Excerpt

Part I Human Resource Management

1. The Practice of Human Resource Management

Introduction; Human resource management defined; The objectives of HRM; Theories of HRM; Characteristics of HRM; The development of the concept of HRM; Reservations about HRM; The context of HRM; The ethical dimension

2. Strategic Human Resource Management

Introduction; The conceptual basis of strategic HRM; Strategic HRM defined; The resource-based view of strategic HRM; Strategic fit; Perspectives on strategic HRM; The reality of strategic HRM; Practical implications of strategic HRM theory

3. HR Strategies

Introduction; What are HR strategies?; General HR strategies; Specific HR strategies; Criteria for an effective HR strategy; How should HR strategies be formulated?; Developing HR strategies; Implementing HR strategies

4. Human Capital Management

Introduction; Human capital management defined; The concept of human capital; The constituents of human capital; Human capital measurement ; Human capital internal reporting; Human capital external reporting; Introducing HCM

5. The Role and Organization of the HR Function

Introduction; The role of the HR function; The organization of the HR function; Evaluating the HR function; HR shared service centres; Outsourcing HR work 00; Offshoring; Using management consultants; Marketing the HR function; HR budgeting; The HR role of front line managers

6. The Role of the HR Practitioner

Introduction; The basic role; The business partner role; The strategic role of HR specialists; Service provision; The guardian of values role; Models of HR roles; Gaining support and commitment; Ethical considerations; Professionalism in human resource management; Ambiguities in the role of HR practitioners; Conflict in the HR contribution; The qualities required by HR professionals; Continuous professional development

7. The Impact of HRM on Performance

Introduction; The impact made by HRM; How HRM strategies make an impact; How HRM practices make an impact

8. International HRM

Introduction; International HRM defined; Issues in international HRM; Global HR policies and practices; Managing expatriates

9. Corporate Social Responsibility

Introduction; Strategic CSR defined; CSR activities; The rationale for CSR; Developing a CSR strategy

10. Human Resource Management Research Methods

Introduction; The nature of research; Research philosophy; Planning and conducting research programmes; Literature reviews; Quantitative and qualitative methods of research; Methods of collecting data; Processes involved in research; Statistical analysis

Part II Human Resource Management Processes

11. Competency-based HRM

Introduction; Types of competencies; Competency frameworks ; Coverage of competencies ; Applications of competency-based HRM; Developing a competency framework Competencies and emotional intelligence

12. Knowledge Management

Introduction; Knowledge management defined; The concept of knowledge; The purpose and significance of knowledge management; Knowledge management strategies; Knowledge management systems; Knowledge management issues; The contribution of HR to knowledge management

13. High-performance Work Systems

Introduction; High-performance culture; High-performance work system defined; Characteristics of a high-performance work system; Components of an HPWS; Impact of high-performance work systems; Reservations about the impact of an HPWS; Developing a high-performance work system

Part III Work and Employment

14. Work

Introduction; The nature of work; Organizational factors affecting work; Changes in the pattern of employment ; The future of work

15. The Employment Relationship

Introduction; The employment relationship defined; The basis of the employment relationship; Employment relationship contracts; What is happening to the employment relationship; Managing the employment relationship ; Developing a high trust organization; Theories explaining the employment relationship

16. The Psychological Contract

Introduction; The psychological contract defined; The psychological contract and the employment relationship; The significance of the psychological contract; Changes to the psychological contract; State of the psychological contract 2004; How psychological contracts develop; Developing and maintaining a positive psychological contract

17. The Essence of Organizational Behaviour

Introduction; Organizational behaviour defined; Organizational behaviour defined; Organization behaviour and the social and behavioural sciences; Explaining organizational behaviour; Factors affecting organizational behaviour; The sources and applications of organization behaviour theory; The significance of organizational behaviour theory

Part IV Organizational Behaviour

18. Characteristics of People

Introduction; Individual differences; Personal characteristics; Types of behaviour; Implications for HR specialists

19. Motivation

Introduction; Motivation defined; Types of motivation; Motivation theories; Motivation and money; Motivation strategies

20. Engagement and Commitment

Introduction; The concepts of engagement and commitment compared; Employee engagement; Organizational commitment; The contribution of HR to developing commitment

21. How Organizations Function

Introduction; Organization theory; Organization structure; Types of organization; Organizational processes

22. Organizational Culture

Introduction; Organizational culture defined; Organizational climate defined; How organizational culture develops; The diversity of culture; The components of culture; Classifying organizational culture; Assessing organizational culture; Measuring organizational climate; Appropriate cultures; Supporting and changing cultures

Part V Organization Design and Development

23. Organization Design

Introduction; The process of organizing; Aims of organization design; Conducting organization reviews; Who does the work?

24. Organization Development

Introduction; Organization development defined; Organization development programmes; Assumptions and values of organization development; Organization development activities

25. Change Management

Introduction; Types of change; The change process; Change models; Resistance to change; Implementing change; Guidelines for change management; Organizational transformation; The role of HR in managing change

26. Job, Role, Competency and Skills Analysis

Introduction; Definitions; Job analysis; Job descriptions; Role analysis and role profiles; Generic role profiles; Behavioural competency modelling; Analysing technical competencies; Skills analysis

27. Job and Role Design and Development

Introduction 00; Job design 00; Role development

Part VI People Resourcing

28. People Resourcing Strategy

Introduction; The objective of people resourcing strategy; The strategic HRM approach to resourcing; Integrating business and resourcing strategies; The components of employee resourcing strategy; Bundling resourcing strategies and activities

29. Human Resource Planning

Introduction; Human resource planning defined; Aims of human resource planning; Use of human resource planning; Approaches to human resource planning

30. People Resourcing Practice

Introduction; Employee value proposition; Employer brand; Employee turnover ; Retention planning; Absence management; Flexibility planning

31. Recruitment and Selection

Introduction; The recruitment and selection process; Defining requirements; Attracting candidates; Processing applications; Selection methods; Dealing with recruitment problems; References and offers

32. Selection Interviewing

Introduction; Purpose; The basis of an interview — the person specification; The nature of an interview — obtaining the information ; Advantages and disadvantages of interviews; Interviewing arrangements; Preparation; Planning an interview; Types of interviews; Interview techniques — starting and finishing; Interviewing techniques — asking questions; Selection interviewing skills; Coming to a conclusion

33. Selection Tests

Introduction; Psychological tests; Ability tests ; Characteristics of a good test; Interpreting test results; Choosing tests; The use of tests in a selection procedure ; Good practice in psychological testing

34. Talent Management

Introduction; The meaning of talent management; The process of talent management; Developing a talent management strategy; Management succession planning

35. Career Management

Introduction; Career management defined; Aims; Career stages; Career development strategy; Career management activities; The process of career management; Self-managed careers

36. Introduction to the Organization

Introduction; Induction: what it is and why it is important ; Reception; Documentation; Company induction — initial briefing; Introduction to the workplace; Formal induction courses; On-the-job induction training

37. Release from the Organization

Introduction; Redundancy; Dismissal; Retirement

Part VII Performance Management

38. The Process of Performance Management

Introduction; Performance management defined; Objectives of performance management; Characteristics of performance management; Underpinning theories; The performance management cycle; Conducting a performance review meeting; Assessing performance; Dealing with under-performers; Introducing performance management; Line managers and performance management

39. 360-degree Feedback

Introduction; Use of 360-degree feedback; 360-degree feedback - methodology; 360-degree feedback — advantages and disadvantages; Development and implementation

Part VIII Learning and Development

40 Learning and Development Strategy

Introduction; Features of a learning and development strategy; Learning culture; The learning organization; The contribution of learning and development to organizational performance

41 The Process of Learning and Development

Introduction; Learning and development defined; Elements of learning and development; Approaches to learning and development; Informal and formal learning; E-learning ; Blended learning; Self-directed learning; Development; Training

42 Learning and Development Programmes and Events

Introduction; The business case for learning and development; Planning and delivering learning programmes and events; Responsibility for the implementation of learning; Identifying learning needs; Evaluation of learning

43 How People Learn

Introduction; Learning defined; The learning process; Learning theory; Learning styles ; Learning to learn; The learning curve; The motivation to learn; The implications of learning theory and concepts

44 Organizational Learning

Introduction; Organizational learning defined; The process of organizational learning; Outcomes of organizational learning ; Outcomes of organizational learning; Evaluative enquiry; Organizational learning and the learning organization

45 Management Development

Introduction; Management development policy; Management development strategy; Approaches to management development; The integrated approach to management development; Responsibility for management development; Criteria for management development

Part IX Rewarding People

46 Reward Management

Introduction; Reward management defined; The philosophy of reward management; The reward system; Total reward; Reward strategy; Reward management and line management capability

47 Job Evaluation

Introduction; Job evaluation defined; Approaches; Analytical job evaluation schemes; Non-analytical schemes; ]Market pricing; Computer-aided job evaluation; Choice of approach; Designing an analytical point-factor job evaluation scheme; Designing an analytical matching job evaluation scheme; Equal pay considerations; Conclusions

48 Market Rate Analysis

Introduction; The concept of a market rate; Job matching; Use of benchmark jobs; Sources of market data; Interpreting and presenting market rate data; Using survey data

49 Grade and Pay Structures

Introduction 00; Definitions; Types of grade and pay structure; Designing grade and pay structures

50 Contingent Pay

Introduction; Contingent pay as a motivator; Arguments for and against contingent pay ; Alternatives to contingent pay; Criteria for success; Performance-related pay; Competency-related pay; Contribution-related pay; Skill-based pay; Readiness for individual contingent pay; Developing and implementing individual contingent pay; Service-related pay; Summary of individual contingent pay schemes; Bonus schemes; Team-based pay; Organization-wide bonus schemes; Choice of approach to contingent pay

51 Rewarding Special Groups

Reward management for directors and executives; Reward management for sales representatives; Paying manual workers

52 Employee Benefits, Pensions and Allowances

Employee benefits; Pensions; Communicating pensions policies; Total reward statements; Allowances

53 Managing Reward Systems

Introduction; Controlling reward; Monitoring and evaluating reward policies and practices; Conducting pay reviews; Reward procedures; Managing the development of reward systems; Devolution to line managers of responsibility for reward; Communicating to employees

Part X Employee Relations

54 The Employee Relations Framework

Introduction; The basis of employee relations; Industrial relations as a system of rules; Regulations and rules in industrial relations; Collective bargaining; The unitary and pluralist views; The concept of social partnership 00; Individualism and collectivism; Voluntarism and its decline; The HRM approach to employee relations; The context of industrial relations ; Developments in industrial relations; The parties to employee relations

55 Employee Relations Processes

Introduction 00; Employee relations policies; Employee relations strategies 00; Employee relations climate; Union recognition; Collective bargaining arrangements; Collective bargaining outcomes; Informal employee relations processes; Other features of the industrial relations scene 00; Negotiating and bargaining; Managing with unions; Managing without trade unions; The state of employment relations; Handling employment issues

56 Employee Voice

Introduction; The meaning of employee voice; The forms of employee voice; The framework for employee voice 00; Expression of employee voice; Joint consultation; Attitude surveys; Suggestion schemes; Effectiveness of employee involvement and participation; Planning for voice; EU Directives affecting employee voice procedures

57 Employee Communications

Introduction; The imprtance of employee communications; What should be communicated?; Communication methods; Employee communication strategy

Part XI Health, Safety and Employee Well-being

58 Health and Safety

Introduction; Managing health and safety at work; Health and safety policies; Conducting risk assessments; Health and safety audits; Health and safety inspections; Accident prevention; Occupational health programmes; Measuring health and safety performance; Communicating the need for better health and safety practices ; Health and safety training; Organizing health and safety

59 Employee Well-being

Introduction 00; Significance of the work environment; Services for individuals; Group employee services

Part XII HR Policies, Procedures and Systems

60 HR Policies

Introduction; Why have HR policies?; Overall HR policy; Specific HR policies; Formulating HR policies; Implementing HR policies

61 HR Procedures

What are HR procedures?; Capability procedure; Disciplinary procedure; Grievance procedure 00; Redundancy procedure

62 HR Information Systems

Introduction; Reasons for introducing an HRIS; The functions of an HRIS 00; Features of an HRIS; Introducing an HRIS

Appendices

A Example of Employee Engagement and Commitment Survey

B Example of Performance Management Survey

C Example of Reward Survey

D Learning and Development Activities and Methods

E HRM Research Methods

Web Addresses

Subject/Author Index

Table of Contents

  • Section - PART I: Fundamentals of human resource management;
    • Chapter - 01: Human resource management;
    • Chapter - 02: Strategic HRM;
    • Chapter - 03: HR strategy;
    • Chapter - 04: Human capital management;
    • Chapter - 05: The context of HRM;
    • Chapter - 06: HRM and performance;
    • Chapter - 07: International HRM;
  • Section - PART II: Delivering HRM;
    • Chapter - 08: The role of the HR function;
    • Chapter - 09: The role of HR professionals;
    • Chapter - 10: The HRM role of line managers;
  • Section - PART III: Human resource management processes;
    • Chapter - 11: Evidence-based HRM;
    • Chapter - 12: HR analytics;
    • Chapter - 13: e-HRM;
    • Chapter - 14: Artificial intelligence and HRM;
    • Chapter - 15: Knowledge management;
    • Chapter - 16: Competency-based HRM;
    • Chapter - 17: The ethical dimension of HRM;
    • Chapter - 18: Corporate social responsibility;
  • Section - PART IV: Organization;
    • Chapter - 19: Organizational behaviour;
    • Chapter - 20: Organization design;
    • Chapter - 21: Work design;
    • Chapter - 22: Job design;
    • Chapter - 23: Organization development;
  • Section - PART V: Factors affecting the behaviour of people at work;
    • Chapter - 24: Motivation;
    • Chapter - 25: Commitment;
    • Chapter - 26: Employee engagement;
  • Section - PART VI: People resourcing;
    • Chapter - 27: Workforce planning;
    • Chapter - 28: Recruitment and selection;
    • Chapter - 29: Talent management;
  • Section - PART VII: Employment practices;
    • Chapter - 30: Managing employment;
    • Chapter - 31: Managing diversity and inclusion;
    • Chapter - 32: Managing flexibility;
  • Section - PART VIII: Learning and development;
    • Chapter - 33: The basis of learning and development;
    • Chapter - 34: The process of learning and development;
    • Chapter - 35: Learning and development practices;
    • Chapter - 36: Leadership and management development;
  • Section - PART IX: Performance management;
    • Chapter - 37: The concept of performance management;
    • Chapter - 38: Performance management systems;
    • Chapter - 39: Reinventing performance management;
  • Section - PART X: Reward management;
    • Chapter - 40: The basis of reward management;
    • Chapter - 41: The practice of reward management;
    • Chapter - 42: Managing reward for special groups;
    • Chapter - 43: The gender pay gap;
  • Section - PART XI: Employment relations;
    • Chapter - 44: The basis of employment relations;
    • Chapter - 45: The employment relationship;
    • Chapter - 46: The psychological contract;
    • Chapter - 47: The practice of industrial relations;
    • Chapter - 48: Employee voice;
    • Chapter - 49: Employee communications;
  • Section - PART XII: Employee wellbeing;
    • Chapter - 50: The principles and practice of employee wellbeing;
    • Chapter - 51: Health and safety;
  • Section - PART XIII: HRM policies and practices and employment law;
    • Chapter - 52: HR policies;
    • Chapter - 53: HR procedures;
    • Chapter - 54: HR information systems;
    • Chapter - 55: Employment law;
  • Section - PART XIV: People management skills;
    • Chapter - 56: Strategic people management skills;
    • Chapter - 57: Business skills;
    • Chapter - 58: Problem-solving and decision-making skills;
    • Chapter - 59: Analytical and critical skills;
    • Chapter - 60: Research skills;
    • Chapter - 61: Statistical skills;
    • Chapter - 62: Selection interviewing skills;
    • Chapter - 63: Job, role, competency and skills analysis;
    • Chapter - 64: Learning and development skills;
    • Chapter - 65: Negotiating skills;
    • Chapter - 66: Change management;
    • Chapter - 67: Influencing skills;
    • Chapter - 68: Leadership skills;
    • Chapter - 69: Handling people problems;
    • Chapter - 70: Handling challenging conversations;
    • Chapter - 71: Managing conflict;
    • Chapter - 72: Political skills;
    • Chapter - 73: Dealing with business issues from an HR perspective;
    • Chapter - 74: Project management

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