Armstrong's Handbook of Human Resource Management Practice

"Armstrong's Handbook of Human Resource Management Practice" 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. The 11th edition 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.

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Bli först med att recensera och betygsätt boken Armstrong's Handbook of Human Resource Management Practice - du kan vinna 200 kr varje månad i tävlingen "Månadens recension".

Armstrongs handbook has been updated to reflect developments in HRM, including a new chapter on social responsibility. People Management HR Space (Personnel Today online) ... attesting to its claim to be the definitive HR guide, the Handbook covers processes, organisational behaviour, rewarding employees and performance management. Times Higher Education

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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).

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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; Theori

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