Armstrong's Handbook of Human Resource Management Practice - Softcover

Armstrong, Michael

Softcover

ISBN 10: 0749452420 ISBN 13: 9780749452421

Publisher: Kogan Page, 2009

Synopsis

<p><i><b>Armstrong's Handbook of Human Resource Management Practice </b></i> is the classic text for all students and practitioners of HRM. Providing a complete resource for understanding and implementing HR in relation to the needs of the business as a whole, it includes in-depth coverage of all the key areas essential to the HR function.</p><p> The<i><b> 11th edition</b></i> has been radically updated to create a cutting-edge textbook, which encourages and facilitates effective learning. Comprehensive on-line support material is provided for both the instructor and student; providing a complete teaching resource for lecturers and material for students to test their learning. The text has been updated to include all the latest developments in HRM, including a new chapter on social responsibility.</p>

About this title

About the Author

<p><b>Michael Armstrong</b> is the UK's bestselling author of Human Resource Management books including <b><i>Armstrong's Handbook of Human Resource Management Practice</i></b>, <b><i>Armstrong's Handbook of Strategic Human Resource Management</i>, </b><i><b>Armstrong's Handbook of Reward Management Practice</b> </i>and <b><i>Armstrong's Handbook of Performance Management </i></b>and several other titles published by Kogan Page. His books have sold over a million copies and have been translated into twenty-one languages. </p><p><b>Michael Armstrong</b> is a Companion and former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD), the co-founder and a managing partner of E-Reward, one of the UK's first websites dedicated solely to reward management. Prior to this he was an HR director of a publishing company and an independent management consultant. He is based in London, UK.</p>

Excerpt. © Reprinted by permission. All rights reserved.

<p>Part I Human Resource Management</p><p> 1. The Practice of Human Resource Management</p><p> 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</p><p> 2. Strategic Human Resource Management</p><p> 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</p><p> 3. HR Strategies</p><p> 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</p><p> 4. Human Capital Management</p><p> 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</p><p> 5. The Role and Organization of the HR Function</p><p> 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</p><p> 6. The Role of the HR Practitioner</p><p> 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</p><p> 7. The Impact of HRM on Performance</p><p> Introduction; The impact made by HRM; How HRM strategies make an impact; How HRM practices make an impact</p><p> 8. International HRM</p><p> Introduction; International HRM defined; Issues in international HRM; Global HR policies and practices; Managing expatriates</p><p> 9. Corporate Social Responsibility</p><p> Introduction; Strategic CSR defined; CSR activities; The rationale for CSR; Developing a CSR strategy</p><p> 10. Human Resource Management Research Methods</p><p> 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</p><p> Part II Human Resource Management Processes</p><p> 11. Competency-based HRM</p><p> Introduction; Types of competencies; Competency frameworks ; Coverage of competencies ; Applications of competency-based HRM; Developing a competency framework Competencies and emotional intelligence</p><p> 12. Knowledge Management</p><p> 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</p><p> 13. High-performance Work Systems</p><p> 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</p><p> Part III Work and Employment</p><p> 14. Work</p><p> Introduction; The nature of work; Organizational factors affecting work; Changes in the pattern of employment ; The future of work</p><p> 15. The Employment Relationship</p><p> 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</p><p> 16. The Psychological Contract</p><p> 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</p><p> 17. The Essence of Organizational Behaviour</p><p> 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</p><p> Part IV Organizational Behaviour</p><p> 18. Characteristics of People</p><p> Introduction; Individual differences; Personal characteristics; Types of behaviour; Implications for HR specialists</p><p> 19. Motivation</p><p> Introduction; Motivation defined; Types of motivation; Motivation theories; Motivation and money; Motivation strategies</p><p> 20. Engagement and Commitment</p><p> Introduction; The concepts of engagement and commitment compared; Employee engagement; Organizational commitment; The contribution of HR to developing commitment</p><p> 21. How Organizations Function</p><p> Introduction; Organization theory; Organization structure; Types of organization; Organizational processes</p><p> 22. Organizational Culture</p><p> 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</p><p> Part V Organization Design and Development</p><p> 23. Organization Design</p><p> Introduction; The process of organizing; Aims of organization design; Conducting organization reviews; Who does the work?</p><p> 24. Organization Development</p><p> Introduction; Organization development defined; Organization development programmes; Assumptions and values of organization development; Organization development activities</p><p> 25. Change Management</p><p> 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</p><p> 26. Job, Role, Competency and Skills Analysis</p><p> Introduction; Definitions; Job analysis; Job descriptions; Role analysis and role profiles; Generic role profiles; Behavioural competency modelling; Analysing technical competencies; Skills analysis</p><p> 27. Job and Role Design and Development</p><p> Introduction 00; Job design 00; Role development</p><p> Part VI People Resourcing</p><p> 28. People Resourcing Strategy</p><p> 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</p><p> 29. Human Resource Planning</p><p> Introduction; Human resource planning defined; Aims of human resource planning; Use of human resource planning; Approaches to human resource planning</p><p> 30. People Resourcing Practice</p><p> Introduction; Employee value proposition; Employer brand; Employee turnover ; Retention planning; Absence management; Flexibility planning</p><p> 31. Recruitment and Selection</p><p> Introduction; The recruitment and selection process; Defining requirements; Attracting candidates; Processing applications; Selection methods; Dealing with recruitment problems; References and offers</p><p> 32. Selection Interviewing</p><p> 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</p><p> 33. Selection Tests</p><p> 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</p><p> 34. Talent Management</p><p> Introduction; The meaning of talent management; The process of talent management; Developing a talent management strategy; Management succession planning</p><p> 35. Career Management</p><p> Introduction; Career management defined; Aims; Career stages; Career development strategy; Career management activities; The process of career management; Self-managed careers</p><p> 36. Introduction to the Organization</p><p> 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</p><p> 37. Release from the Organization</p><p> Introduction; Redundancy; Dismissal; Retirement</p><p> Part VII Performance Management</p><p> 38. The Process of Performance Management</p><p> 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</p><p> 39. 360-degree Feedback</p><p> Introduction; Use of 360-degree feedback; 360-degree feedback - methodology; 360-degree feedback -- advantages and disadvantages; Development and implementation</p><p> Part VIII Learning and Development</p><p> 40 Learning and Development Strategy</p><p> Introduction; Features of a learning and development strategy; Learning culture; The learning organization; The contribution of learning and development to organizational performance</p><p> 41 The Process of Learning and Development</p><p> 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</p><p> 42 Learning and Development Programmes and Events</p><p> 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</p><p> 43 How People Learn</p><p> 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</p><p> 44 Organizational Learning</p><p> 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</p><p> 45 Management Development</p><p> 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</p><p> Part IX Rewarding People</p><p> 46 Reward Management</p><p> Introduction; Reward management defined; The philosophy of reward management; The reward system; Total reward; Reward strategy; Reward management and line management capability</p><p> 47 Job Evaluation</p><p> 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</p><p> 48 Market Rate Analysis</p><p> 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</p><p> 49 Grade and Pay Structures</p><p> Introduction 00; Definitions; Types of grade and pay structure; Designing grade and pay structures</p><p> 50 Contingent Pay</p><p> 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</p><p> 51 Rewarding Special Groups</p><p> Reward management for directors and executives; Reward management for sales representatives; Paying manual workers</p><p> 52 Employee Benefits, Pensions and Allowances</p><p> Employee benefits; Pensions; Communicating pensions policies; Total reward statements; Allowances</p><p> 53 Managing Reward Systems</p><p> 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</p><p> Part X Employee Relations</p><p> 54 The Employee Relations Framework</p><p> 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</p><p> 55 Employee Relations Processes</p><p> 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</p><p> 56 Employee Voice</p><p> 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</p><p> 57 Employee Communications</p><p> Introduction; The importance of employee communications; What should be communicated?; Communication methods; Employee communication strategy</p><p> Part XI Health, Safety and Employee Well-being</p><p> 58 Health and Safety</p><p> 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</p><p> 59 Employee Well-being</p><p> Introduction 00; Significance of the work environment; Services for individuals; Group employee services</p><p> Part XII HR Policies, Procedures and Systems</p><p> 60 HR Policies</p><p> Introduction; Why have HR policies?; Overall HR policy; Specific HR policies; Formulating HR policies; Implementing HR policies</p><p> 61 HR Procedures</p><p> What are HR procedures?; Capability procedure; Disciplinary procedure; Grievance procedure 00; Redundancy procedure</p><p> 62 HR Information Systems</p><p> Introduction; Reasons for introducing an HRIS; The functions of an HRIS 00; Features of an HRIS; Introducing an HRIS</p><p> Appendices</p><p> A Example of Employee Engagement and Commitment Survey</p><p> B Example of Performance Management Survey</p><p> C Example of Reward Survey</p><p> D Learning and Development Activities and Methods</p><p> E HRM Research Methods</p><p> Web Addresses</p><p> Subject/Author Index</p>

Edition details

• Publisher: Kogan Page
• Publication date: 2009
• Language: English
• ISBN 10: 0749452420
• ISBN 13: 9780749452421
• Binding: Paperback
• Number of pages: 1088