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Armstrong's Handbook of Strategic Human Resource Management 6ed

by Michael Armstrong Kogan Page
Pub Date:
Pbk 280 pages
AU$92.00 NZ$94.78
Product Status: Available in Approx 14 days
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& Academics:
The integration of human resource strategy with overall business strategy is often easier in theory than in practice. Armstrong's Handbook of Strategic Human Resource Management provides a bridge between theory and practice, serving as a guide both to formulating human resource strategies and to implementing them. This indispensable new edition includes information on developing and delivering HR strategy, how to implement both organizational and individual performance strategies and international aspects of strategic human resource management. It also reflects important developments in HR strategies linked with those issues that affect HRM on a day-to-day basis, including human capital management, corporate social responsibility, organization development, employee engagement and talent management.


Armstrong's Handbook of Strategic Human Resource Management sets out a strategic framework for HRM; a framework for implementing SHRM in action; and a section on HR strategies. Case studies, checklists, practical examples and a strategic HR toolkit make this book an extremely practical resource for all those who are involved in putting complex strategy into practice in order to effect positive and productive change.


    • Chapter - 00: Introduction;
  • Section - ONE: The framework of strategic HRM;
    • Chapter - 01: Human resource management;
    • Chapter - 02: Strategic management;
    • Chapter - 03: Strategic human resource management;
    • Chapter - 04: The strategic role of HR;
  • Section - TWO: HRM strategy in general;
    • Chapter - 05: The nature of HR strategy;
    • Chapter - 06: Developing HR strategy;
    • Chapter - 07: Delivering HR strategy;
  • Section - THREE: HRM strategies related to organizational capability and organizational and individual performance;
    • Chapter - 08: Organization development strategy;
    • Chapter - 09: Human capital management strategy;
    • Chapter - 10: Knowledge management strategy;
    • Chapter - 11: Corporate social responsibility strategy;
    • Chapter - 12: Organizational performance strategy;
    • Chapter - 13: Individual performance management strategy;
  • Section - FOUR: HRM strategies dealing with specific aspects of HRM;
    • Chapter - 14: Employee engagement strategy;
    • Chapter - 15: Resourcing strategy;
    • Chapter - 16: Talent management strategy;
    • Chapter - 17: Learning and development strategy;
    • Chapter - 18: Reward strategy;
    • Chapter - 19: Employee relations strategy;
  • Section - FIVE: The international scene;
    • Chapter - 20: Strategic international HRM;
    • Chapter - 21: International HRM strategies;

"It will be of major value to the human resources manager since it underscores the strategic importance of HR representation at board level, and demonstrates how each aspect of HR strategy should be linked seamlessly into the global business strategy"
Michael Armstrong is a former chief examiner of the Chartered Institute of Personnel and Development (CIPD), managing partner of E-Reward and an independent management consultant. He has spent 25 years as an HR practitioner, including 12 as HR director of a publishing company. He has sold over 500,000 books on the subject of human resource management, and is the author of a suite of best-selling HR books, also published by Kogan Page.