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