Armstrongs Handbook of Human Resource Management Practice 16th Edition by Michael Armstrong, Stephen Taylor 1398606634 9781398606630

Armstrongs Handbook of Human Resource Management Practice 16th Edition by Michael Armstrong, Stephen Taylor – Ebook PDF Instant Download/Delivery. 1398606634, 9781398606630

Full download Armstrongs Handbook of Human Resource Management Practice 16th Edition after payment

Product details:

ISBN 10: 1398606634

ISBN 13: 9781398606630

Author: Michael Armstrong; Stephen Taylor

Armstrong’s Handbook of Human Resource Management Practice is the definitive resource for HRM students and professionals, helping readers understand and implement HR to align with business needs. This book provides detailed coverage of all areas essential to the HR function such as employment law, employee relations, learning and development, performance management and reward management. It also covers the HR skills needed to ensure professional success, including leadership, managing conflict, interviewing and using statistics. It is illustrated throughout in full colour and has a range of pedagogical features to consolidate learning such as source review boxes, key learning points and case studies from international organizations such as IBM, HSBC and Johnson and Johnson. This fully updated 16th edition includes new chapters on managing remote workers and developments in digital human resource management practices. There are also updates to reflect the changes throughout the HR function, such as performance leadership, ‘smart’ reward and employee wellbeing. Armstrong’s Handbook of Human Resource Management Practice is suited to both professionals and students of undergraduate and postgraduate degrees. It is also aligned with the Chartered Institute of Personnel and Development (CIPD) profession map so can be used by those studying the Associate Level 5 and Advanced Level 7 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.

Armstrongs Handbook of Human Resource Management Practice 16th Table of contents:

PART I Fundamentals of human resource management

01 The essence of HRM

Introduction

The practice of HRM

The HR architecture

The HR system

The philosophy of people management

People practices

References

02 Human capital management

Introduction

Human capital management defined

The concept of human capital

The constituents of human capital

Measuring human capital

Approaches to HRM raised by human capital theory

HCM and investment decisions

References

03 The context of HRM

Introduction

Environmental factors

The labour market

References

04 The future of work

Introduction

The nature of work

Theories explaining the meaning of work

What is happening to work?

The factors affecting work

What is happening to work now?

What is going to happen to work?

References

05 HRM and organizational performance

Introduction

Measuring organizational performance

The impact of HR

How HRM makes an impact

The development of high-performance working

High-performance work systems

References

06 The ethical dimension of HRM

Introduction

The meaning and concerns of ethics

The nature of ethical decisions and judgements

Fairness

Equity theory

Justice

HRM ethical guidelines

Ethical dilemmas

The ethical role of HR

References

07 Corporate social responsibility

Introduction

Corporate social responsibility defined

Strategic CSR defined

CSR activities

The rationale for CSR

The opposing view

Social responsibility investment criteria

Benefits of CSR

The basis for developing a CSR strategy

The role of HR

References

PART II The strategic approach to HRM

08 Strategic HRM

Introduction

The nature of strategic human resource management

The resource-based view of SHRM

Strategic fit

Critical evaluation of the concept of SHRM

References

09 HR strategy

Introduction

The nature of HR strategy

Approaches to HR strategy

Developing HR strategy

Implementing HR strategy

References

PART III Delivering HR

10 The role of HR

Introduction

The HR function

The role of the HR professional

References

11 The HRM role of line managers

Introduction

The people management role of line managers

How well does devolution to line managers of HR responsibilities work?

Factors affecting the quality of the implementation of HRM by line managers

Dealing with the factors

References

PART IV Human resource management processes

12 Evidence-based HRM

Introduction

Evidence-based HRM defined

Evidence-based management

The approach to evidence-based HRM

References

13 HR analytics

Introduction

HR analytics defined

The purpose of HR analytics

The content of HR analytics

The process of HR analytics

Types of HR analytics

Keeping people informed

References

14 Digital HRM

Introduction

Digital HRM defined

The purpose of digital HRM

The uses of digital HRM

Digital transformation

Human resource information system (HRIS)

Cloud computing

Artificial intelligence

Managing digital HRM

References

15 Knowledge management

Introduction

Knowledge management defined

The meaning of knowledge

Approaches to knowledge management

Knowledge management issues

Implementing knowledge management

References

16 Competency-based HRM

Introduction

Competency defined

Knowledge, skills and abilities (KSAs)

Competency frameworks

Developing a competency framework

Approaches to using competencies

Applications of competency-based HRM

Keys to success in using competencies

References

PART V Organization

17 Organizational behaviour

Introduction

Organizational behaviour defined

The sources and applications of organizational behaviour theory

How organizations function

Organizational culture

Organizational climate

Organizational processes

Characteristics of people

Implications for HR specialists

References

18 Organization design

Introduction

Organization design theories

Organization design guidelines

Organizational choice

The approach to organization design

Successful organization design

References

19 Work design

Introduction

Work design – a short history

Work system design

Approaches to work design

The role of HR in work design

References

20 Job design

Introduction

Job quality

What is a good job?

The practice of job design

Principles of job design

Approaches to job design

Responsibility for job design

Job crafting

References

21 Organization development

Introduction

Organization development defined

The nature of organization development

The story of organization development

Organization development strategy

Organization development programmes

Organizational diagnosis

Conclusions on organization development

References

PART VI Factors affecting the behaviour of people at work

22 Motivation

Introduction

The meaning of motivation

Reinforcement theory

Content theory

Process theory

Intrinsic and extrinsic motivation

Motivation and job satisfaction

Motivation and financial incentives

Conclusions on motivation theory

Motivation strategies

References

23 Commitment

Introduction

The meaning of organizational commitment

Mutuality and commitment

Commitment and performance

The mutual gains perspective

Commitment and engagement

Factors affecting commitment

Critical evaluation of the concept of commitment

Developing a commitment strategy

References

24 Employee engagement

Introduction

The meaning of employee engagement

The theory of engagement

The components of employee engagement

Drivers of employee engagement

Outcomes of engagement

Engagement strategy

Enhancing job engagement

Enhancing organizational engagement

Burnout

Measuring engagement

Critical evaluation of the concept of employee engagement

References

PART VII People resourcing

25 Resourcing strategy

Introduction

Strategic resourcing

The nature of resourcing strategies

Reference

26 Workforce planning

Introduction

Workforce planning defined

The link between workforce and business/corporate planning

Incidence of workforce planning

Workforce planning issues

Systematic workforce planning

Approach to workforce planning

References

27 Recruitment and selection

Introduction

The recruitment and selection process

Defining requirements

Attracting candidates

Sourcing candidates

Screening applications

Selection methods

Selection interviews

Selection testing

Assessment centres

Making the decision

Provisional offers and obtaining references

Offering employment

Following up

Dealing with recruitment problems

References

28 Talent management

Introduction

Talent management defined

Talent management policy

Talent management strategy

The process of talent management

The talent pool

Talent planning

Resourcing

Identifying talent

Talent development

References

PART VIII Employment practices

29 The employee experience

Introduction

The concept of the employee experience

References

30 Managing employment

Introduction

Introduction to the organization

Managing employee retention

Employee turnover

Redundancy

Fire and rehire

Dismissal

Absence management

Presenteeism

References

31 Managing diversity and inclusion

Introduction

The meaning and significance of managing diversity and inclusion

The rationale for managing diversity and inclusion

How to manage diversity and inclusion

References

32 Managing flexibility

Introduction

Forms of flexibility

Flexible working

Zero-hours contracts

The role of HR

References

33 Managing home and hybrid working

Introduction

Incidence of home and hybrid working

Working from home: general considerations

Employers

Line managers

Individual employees

Managing home and hybrid working processes

References

PART IX Learning and development

34 The basis of learning and development

Introduction

Learning and development defined

The basis of learning

The elements of learning and development

Formal and informal learning

Connected learning

The components of learning and development

Relationships between L&D and other people management activities

The ethical dimension

The state of L&D

References

35 Strategic learning and development

Introduction

Strategic learning and development

Learning and development strategies

Formulating and implementing L&D strategies

Reference

36 Organizational learning and the learning organization

Introduction

Organizational learning

The learning organization

Comparison of the organizational learning and learning organization concepts

References

37 Individual learning

Introduction

The characteristics of individual learning

How people learn

The 70:20:10 model

Self-directed learning

Learning to learn

Personal development planning

Continuing professional development

References

38 The process of learning and development

Introduction

Identify learning needs

Planning learning and development

Implement

Evaluate learning

References

39 The practice of learning and development

Introduction

Workplace learning

Social learning

Digital learning

Training

Apprenticeships

References

40 Leadership and management development

Introduction

Leadership and management development defined

The nature of leadership and management

Leadership development

Management development

Criteria for leadership and management development

References

PART X Performance management

41 The basis of performance management

Introduction

Performance management defined

The purpose and aims of performance management

The nature of performance management

The impact of performance management

Performance management – the ethical dimension

Factors affecting the approach to managing performance

Choice of approach to managing performance

How managers can manage performance

References

42 Performance management systems

Introduction

Features of a performance management system

Performance and development planning

Monitoring

Reviewing

360-degree feedback

The reality of performance management

Performance management issues

References

43 Performance leadership

Introduction

What ‘engaging managers’ do

The concept of performance leadership

Performance leadership skills

Performance conversations

Conclusion

References

PART XI Reward management

44 The basis of reward management

Introduction

Reward management defined

The reward system

Aims of reward management

Reward drivers

Values and beliefs

Reward policy

Financial rewards

Non-financial rewards

Total reward

References

45 Reward strategy

Introduction

The content of reward strategy

Formulating reward strategy

Critical evaluation of the concept of reward strategy

References

46 The practice of reward management

Introduction

Market pricing

Job evaluation

Base pay management

Contingent pay

Recognition schemes

Employee benefits

Administering reward management

References

47 Managing reward for special groups

Introduction

Executive remuneration

Reward management for sales and customer service staff

Paying manual workers

References

48 Reducing the gender pay gap

Introduction

Reasons for the gender pay gap

Actions to reduce gender pay gaps

Narrowing the gap at organizational level

References

PART XII Employment relations

49 The basis of employment relations

Introduction

The meaning of employment relations

Approaches to employment relations

Management style in employment relations

Employment relations policies

References

50 Employment relations strategy

Introduction

The nature of employment relations strategy

Strategy for creating a constructive and positive employment relations climate

Strategy for achieving mutual gains

Partnership agreement strategy

Strategy for building trust

Employee voice strategy

Trade union recognition strategy

References

51 The employment relationship

Introduction

The nature of the employment relationship

The basis of the employment relationship

Labour process theory and the employment relationship

Employment relationship contracts

Managing the employment relationship

Developing a climate of trust

References

52 The psychological contract

Introduction

The psychological contract defined

The significance of the psychological contract

The psychological contract and the employment relationship

How psychological contracts develop

The problem with psychological contracts

Developing and maintaining a positive psychological contract

References

53 The practice of industrial relations

Introduction

Trade union membership

Union recognition

Collective bargaining

Collective agreements

Dispute resolution

Informal employee relations processes

References

54 Employee voice

Introduction

The need for employee voice

Degrees of employee voice

Direct voice

Indirect voice

Employees’ experience of voice

References

55 Employee communications

Introduction

The importance of communications

What should be communicated

Approach to communications

Communication channels

Employee communication strategy

References

PART XIII Employee wellbeing

56 Principles and practice of employee wellbeing

Introduction

The basis of wellbeing

The case for caring about wellbeing

Factors affecting wellbeing

Employee wellbeing strategy

References

57 Health and safety

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

Managing stress

Measuring health and safety performance

Communicating the need for better health and safety practices

Health and safety training

Organizing health and safety

References

PART XIV HR practices

58 HR policies

Introduction

Why have HR policies?

Overall HR policy

Specific HR policies

Developing HR policies

Implementing HR policies

59 HR procedures

Introduction

Capability procedure

Disciplinary procedure

Grievance procedure

Redundancy procedure

60 Dealing with the legal aspects of employment

Introduction

Employment law provisions

How is employment law enforced?

HRM and employment law

Dealing with Employment Tribunal claims and cases

References

PART XV International HRM

61 The basis of international HRM

Introduction

The international scene

International HRM strategies

Contextual factors

Convergence and divergence

References

62 The practice of international HRM

Introduction

HR in international subsidiaries

Differences between international and domestic HRM

Workforce planning

Resourcing

International talent management

International performance management

International reward management

Multicultural working

Role of the international HR function

References

63 Managing expatriates

Introduction

Why use expatriates?

The process of managing expatriates

Resourcing policies

Recruitment and selection policies

Preparation policy

Assimilation and support

Career management

Performance management

Re-entry policies

Pay and allowances policies

References

PART XVI People management skills and competencies

64 Strategic people management skills

Introduction

The strategic role of the HR professional

The strategic business partner model

The strategic skills required

Reference

65 Business skills

Introduction

Business skills

Financial skills

Business models

Business model innovation

References

66 Dealing with business issues from an HR perspective

Introduction

Identify business issues

Establish people factors

Critically analyse relevant HR policy and practice

Conduct or participate in research

Analyse quantitative and qualitative information

Draw conclusions

Prepare and make the business case

Reference

67 Problem-solving and decision-making skills

Introduction

Problem solving

Decision making

References

68 Analytical and critical skills

Introduction

Analytical skills

Diagnostic skills

Logical reasoning

Critical thinking

Critical evaluation

Developing and justifying arguments

A final word

References

69 Research skills

Introduction

The nature of research

Planning and conducting research programmes

Research methodology

Methods of collecting data

Processes involved in research

References

70 Statistical skills

Introduction

Frequency

Measures of central tendency

Measures of dispersion

Correlation

Regression

Causality

Tests of significance

Testing hypotheses

References

71 Selection interviewing skills

Introduction

Preparing for the interview

Conducting a selection interview

Types of interviews

Selection interview questions

Common interviewing mistakes

Coming to a conclusion

References

72 Job, role and skills analysis and competency modelling

Introduction

Definitions

Job analysis

Job descriptions

Role analysis and role profiles

Skills analysis

Competency modelling

References

73 Learning and development skills

Introduction

Coaching

Mentoring

Facilitating

Job instruction

References

74 Negotiating skills

Introduction

The process of negotiation

Stages of negotiation

Negotiating and bargaining skills

Reference

75 Change management

Introduction

Change

The process of change management

The responsibility for change

Guidelines for change management

References

76 Influencing skills

Introduction

Persuading people

Case presentation

Making a business case

Facilitating

Coordinating discussions

77 Leadership

Introduction

The meaning of leadership

Leadership theories

What leaders do

Leadership styles

Types of leaders

The qualities of a good leader

Effective leadership

References

78 Handling people problems

Introduction

Approach

Disciplinary issues

Absenteeism

Handling poor timekeeping

Handling negative behaviour

Dealing with under-performance

79 Handling challenging conversations

80 Managing conflict

Introduction

Handling inter-group conflict

Handling interpersonal conflict

Resolving conflict between team members

Reference

81 Political skills

Introduction

Typical political approaches

Using political means to get things done

Political sensitivity

Dangers of politics

Dealing with organizational politics

Reference

82 Project management

Introduction

Project planning

Setting up the project

Controlling the project

PART XVII Conclusion

83 Trends in HRM

Introduction

People also search for Armstrongs Handbook of Human Resource Management Practice 16th: 

7 pillars of human resource management

6 functions of human resource management

 5 functions of human resource management

armstrong’s handbook of human resource management 2014