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Armstrong's Handbook of Human Resource Management Practice 15ed

by Michael Armstrong and Stephen Taylor Kogan Page
Pub Date:
01/2020
ISBN:
9781789661033
Format:
Hbk 776 pages
Price:
AU$269.00 NZ$277.39
Product Status: Out of stock. Not available to order.
Instructors
& Academics:
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.

  • Section - ONE: Fundamentals of human resource management;
    • Chapter - 01: Human Resource Management (HRM);
    • Chapter - 02: Human capital management;
    • Chapter - 03: Strategic HRM;
  • Section - TWO: Delivering HRM;
    • Chapter - 04: HR architecture - The HR system;
    • Chapter - 05: The role of the HR function;
    • Chapter - 06: The role of HR professionals;
    • Chapter - 07: The role of line managers;
    • Chapter - 08: HRM and performance;
  • Section - THREE: Human resource management processes;
    • Chapter - 09: HR strategies;
    • Chapter - 10: HR policies;
    • Chapter - 11: HR procedures;
    • Chapter - 12: HR analytics;
    • Chapter - 13: Knowledge management;
    • Chapter - 14: Competency-based HRM;
    • Chapter - 15: Evidence-based HRM;
    • Chapter - 16: The ethical dimension of HRM;
    • Chapter - 17: Corporate social responsibility;
  • Section - FOUR: People and organizations;
    • Chapter - 18: Organizational behaviour;
    • Chapter - 19: Work, organization and job design;
    • Chapter - 20: Organization development;
  • Section - FIVE: Factors influencing employee behaviour;
    • Chapter - 21: Motivation;
    • Chapter - 22: Commitment;
    • Chapter - 23: Employee engagement;
  • Section - SIX: People resourcing;
    • Chapter - 24: Strategic resourcing;
    • Chapter - 25: Workforce planning;
    • Chapter - 26: Recruitment and selection;
    • Chapter - 27: Talent management;
    • Chapter - 28: Introduction to the organization;
    • Chapter - 29: Release from the organization;
    • Chapter - 30: Managing employee retention;
    • Chapter - 31: Absence management;
    • Chapter - 32: Managing diversity and inclusion;
    • Chapter - 33: The gender pay gap;
    • Chapter - 34: Managing flexibility;
  • Section - SEVEN: Learning and development;
    • Chapter - 35: Strategic learning and development;
    • Chapter - 36: How people learn;
    • Chapter - 37: The process of learning and development;
    • Chapter - 38: Workplace learning;
    • Chapter - 39: Social learning;
    • Chapter - 40: E-learning;
    • Chapter - 41: Training;
    • Chapter - 42: Leadership and management development;
    • Chapter - 43: The role of the learning and development function;
  • Section - EIGHT: Performance management;
    • Chapter - 44: Performance management fundamentals;
    • Chapter - 45: The process of performance management;
  • Section - NINE: Rewarding people;
    • Chapter - 46: Reward management;
    • Chapter - 47: Market pricing;
    • Chapter - 48: Job evaluation;
    • Chapter - 49: Grade and pay structures;
    • Chapter - 50: Contingent pay;
    • Chapter - 51: Managing reward for special groups;
    • Chapter - 52: Managing reward systems;
  • Section - TEN: Employee relations;
    • Chapter - 53: The basis of employee relations;
    • Chapter - 54: The employment relationship;
    • Chapter - 55: The psychological contract;
    • Chapter - 56: The practice of industrial relations;
    • Chapter - 57: Employee voice;
    • Chapter - 58: Employee communications;
  • Section - ELEVEN: Employee well-being;
    • Chapter - 59: The practice of employee well-being;
    • Chapter - 60: Health and safety;
  • Section - TWELVE: International HRM;
    • Chapter - 61: The international HRM framework;
    • Chapter - 62: The practice of international HRM;
    • Chapter - 63: Managing expatriates;
  • Section - THIRTEEN: HRM practices;
    • Chapter - 64: HR information systems;
    • Chapter - 65: E-HRM;
    • Chapter - 66: Employment law;
  • Section - FOURTEEN: HR skills;
    • Chapter - 67: Strategic HRM skills;
    • Chapter - 68: Business skills;
    • Chapter - 69: Problem-solving skills;
    • Chapter - 70: Analytical and critical skills;
    • Chapter - 71: Research skills;
    • Chapter - 72: Statistical skills;
    • Chapter - 73: Selection interviewing skills;
    • Chapter - 74: Job, role and skills analysis and competency modelling;
    • Chapter - 75: Learning and development skills;
    • Chapter - 76: Negotiating skills;
    • Chapter - 77: Leading and facilitating change;
    • Chapter - 78: Leadership skills;
    • Chapter - 79: Influencing skills;
    • Chapter - 80: Handling people problems;
    • Chapter - 81: Handling challenging conversations;
    • Chapter - 82: Managing conflict;
    • Chapter - 83: Political skills;
    • Chapter - 84: Investigating a business issue from an HR perspective

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 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.