Armstrong's Handbook of Human Resource Management Practice
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Armstrong's Handbook of Human Resource Management Practice is the definitive resource for HRM students and professionals, to understand and implement all things HR. This book is suited to both professionals and students of undergraduate and postgraduate degrees, providing 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 and development, including leadership, managing conflict, interviewing and using statistics. Illustrated in colour throughout, readers will find a range of pedagogical features to consolidate learning such as source review boxes, key learning points and real world examples from international organizations such as IBM, HSBC and Johnson and Johnson.
This fully updated 17th edition includes new material on: - Artificial Intelligence - Systems thinking - Communication skills - Necessary hard and soft skills in HRM practices Updates are included throughout to reflect the changes within the realm of HR, such as talent management, hybrid working and employee wellbeing. It is aligned with the Chartered Institute of Personnel and Development (CIPD) profession map so can be used by those studying Level 5 and Level 7 qualifications.
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- Kogan Page
- 9781398622098
- 9781398622081
- ePub
- 17
- Michael Armstrong; Stephen Taylor
- English
- 2026-01-03
- 100
- 10
- 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