Armstrong's Handbook of Human Resource Management Practice

Höfundar: Michael Armstrong; Stephen Taylor (Útgáfa: 17)
Armstrong's Handbook of Human Resource Management Practice

Kaup valmöguleikar

Armstrong's Handbook of Human Resource Management Practice er helsta uppflettiritið fyrir nemendur og fagfólk í mannauðsstjórnun sem vilja skilja og innleiða allt sem viðkemur mannauðsmálum. Bókin hentar bæði starfandi fagfólki og nemendum í grunn- og framhaldsnámi og fjallar ítarlega um öll þau svið sem mannauðsstarfið byggir á, svo sem vinnurétt, samskipti á vinnustað, fræðslu og þróun, frammistöðustjórnun og umbunarstjórnun.

Hún fjallar einnig um þá færni sem þarf til að ná árangri og þroskast í starfi, þar á meðal leiðtogafærni, úrlausn ágreinings, viðtalstækni og notkun tölfræði. Bókin er prentuð í lit og ber fjölda kennslufræðilegra þátta sem festa efnið í minni, svo sem heimildarramma, lykilatriði og raundæmi frá alþjóðlegum fyrirtækjum á borð við IBM, HSBC og Johnson & Johnson.

Í þessari uppfærðu 17. útgáfu er nýtt efni um gervigreind, kerfishugsun, samskiptafærni og þá hörðu og mjúku færni sem mannauðsstarf krefst. Uppfærslur um alla bókina endurspegla breytingar á sviðinu, svo sem hæfileikastjórnun, blandað vinnufyrirkomulag og vellíðan starfsfólks. Bókin fylgir hæfnikorti Chartered Institute of Personnel and Development (CIPD) og nýtist því í námi á stigi 5 og 7.

Nánar um bókina

Útgefandi
Kogan Page
ISBN
9781398622098
Print ISBN
9781398622081
Format
ePub
Útgáfa
17
Höfundar
Michael Armstrong; Stephen Taylor
Tungumál
English
Útgefið
2026-01-03
Prent takmörkun á líftíma
100
Prent takmörkun
10
Afritunar takmörkun
10

Kaflar

  • Cover
  • Endorsements
  • Also by Michael Armstrong
  • Titlepage
  • Contents in Brief
  • Contents
  • List of figures
  • List of tables
  • Preface
  • PART I Human resource management (HRM)
  • 01 The essence of HRM
  • 02 The philosophy of HRM
  • 03 The practice of HRM
  • 04 People management
  • 05 The context of HRM
  • PART II Strategic human resource management (SHRM)
  • 06 The essence of SHRM
  • 07 The conceptual framework of SHRM
  • 08 HR strategy
  • PART III Features of human resource management
  • 09 Work: its nature and future
  • 10 HRM and organizational performance
  • 11 The ethical dimension of HRM
  • 12 HRM and corporate social responsibility
  • PART IV Delivering HRM
  • 13 The role of the HR function
  • 14 The role of the HR professional
  • 15 The HRM role of line managers
  • PART V HRM processes
  • 16 Evidence-based HRM
  • 17 HR analytics
  • 18 Digital HRM
  • 19 Artificial intelligence and HRM
  • 20 Knowledge management
  • PART VI Skills
  • 21 Skills-based HRM
  • 22 Skills analysis
  • 23 Skills intelligence
  • 24 Skills planning
  • PART VII Organization
  • 25 Organizational behaviour
  • 26 Organization design
  • 27 Work design
  • 28 Job design
  • 29 Role development
  • 30 Organization development
  • PART VIII Factors affecting the behaviour of people at work
  • 31 Motivation
  • 32 Commitment
  • 33 Employee engagement
  • PART IX Employee resourcing
  • 34 Resourcing strategy
  • 35 Workforce planning
  • 36 Recruitment and selection
  • 37 Talent management
  • PART X Employment practices
  • 38 The employee experience
  • 39 Managing employment
  • 40 Managing flexibility
  • 41 Managing equality, diversity and inclusion (EDI)
  • PART XI Learning and development
  • 42 The basis of learning and development
  • 43 The process of learning and development
  • 44 Managing learning and development
  • 45 How people learn
  • 46 Organizational learning
  • 47 Individual learning
  • 48 Leadership and management development
  • PART XII Performance management
  • 49 The basis of performance management
  • 50 The process of performance management
  • PART XIII Reward management
  • 51 The basis of reward management
  • 52 The practice of reward management
  • 53 Managing reward for special groups
  • PART XIV Employment relations
  • 54 The employment relationship
  • 55 The psychological contract
  • 56 The practice of employment relations
  • 57 The practice of industrial relations
  • 58 Employee voice
  • 59 Employee communications
  • PART XV Employee wellbeing
  • 60 The principles and practice of employee wellbeing
  • 61 Health and safety
  • PART XVI HRM practices
  • 62 HR policies
  • 63 HR procedures
  • 64 Dealing with the legal aspects of employment
  • PART XVII International HRM
  • 65 The basis of international HRM
  • 66 The practice of international HRM
  • 67 Managing expatriates
  • PART XVIII HR skills
  • Business skills
  • 68 Strategic management skills
  • 69 Business acumen
  • 70 Dealing with business issues from an HR perspective
  • Analytical, problem-solving and digital skills
  • 71 Problem-solving and decision-making skills
  • 72 Analytical skills
  • 73 Systems thinking
  • 74 Research skills
  • 75 Statistical skills
  • 76 Digital skills
  • HR practice skills
  • 77 Role analysis
  • 78 Selection interviewing skills
  • 79 Learning and development skills
  • 80 Negotiating skills
  • Personal skills
  • 81 Influencing skills
  • 82 Political skills
  • Managing people problems skills
  • 83 Handling people problems
  • 84 Handling challenging conversations
  • 85 Managing conflict
  • Management skills
  • 86 Leadership skills
  • 87 Change management skills
  • 88 Innovation skills
  • 89 Project management skills
  • PART XIX Conclusion
  • 90 Trends in HRM
  • Author index
  • Subject index
  • Copyright