Armstrong's Handbook of Strategic Human Resource Management

Höfundur: Michael Armstrong (Útgáfa: 8)
Armstrong's Handbook of Strategic Human Resource Management

Kaup valmöguleikar

Armstrong's Handbook of Strategic Human Resource Management er heildstæð leiðarvísir um hvernig og hvers vegna fyrirtæki og stofnanir samþætta mannauðsstefnu sína til að öðlast og viðhalda samkeppnisforskoti. Þessi hagnýta handbók hefur verið endurskoðuð frá grunni og inniheldur nýja kafla um undirstöður stefnumiðaðrar mannauðsstjórnunar, stefnumótun um vellíðan starfsfólks og mannauðsgreiningar. Auk þess eru í henni raunveruleg dæmi og uppfært efni sem endurspeglar nýjustu rannsóknir og hugmyndir á sviðinu.

Í þessari áttundu útgáfu er að finna hagnýta innsýn og ítarlega umfjöllun um stefnumótun í mannauðsstjórnun á lykilsviðum á borð við virkni starfsfólks, hæfileikastjórnun, nám og starfsþróun. Einnig er fjallað um stefnumiðaða mannauðsstjórnun í alþjóðlegu samhengi. Helstu námsatriði, lykilspurningar og raunveruleg dæmi frá fyrirtækjum og stofnunum á borð við Boots, UNICEF og GKN styðja við efnið. Bókin er ómissandi heimild fyrir fagfólk og nemendur í mannauðsstjórnun, þar á meðal í grunn- og meistaranámi og framhaldsnámi á vegum CIPD.

Nánar um bókina

Útgefandi
Kogan Page
ISBN
9781398617711
Print ISBN
9781398617698
Format
ePub
Útgáfa
8
Höfundar
Michael Armstrong
Tungumál
English
Útgefið
2024-12-03
Prent takmörkun á líftíma
100
Prent takmörkun
10
Afritunar takmörkun
10

Kaflar

  • Cover
  • Endorsements
  • Also by Michael Armstrong
  • Titlepage
  • Contents
  • List of Figures
  • List of Tables
  • Introduction
  • Part 1: Strategic human resource management (SHRM)
  • Part 2: The nature, development and implementation of HR strategy
  • Part 3: Overall HR strategies
  • Part 4: Specific HR strategies
  • PART ONE Strategic human resource management (SHRM)
  • 01 The essence of strategic human resource management
  • Strategic human resource management described
  • Aims of SHRM
  • The process of SHRM
  • The components of SHRM
  • SHRM and HR strategy
  • Practical implications
  • References
  • 02 The evolution of SHRM
  • Beginnings – the focus on vertical integration or fit
  • Recognizing the importance of horizontal as well as vertical fit
  • ‘Best fit’ or ‘best practice’?
  • Development of a conceptual framework for SHRM
  • Focus on implementation
  • Practical implications
  • References
  • 03 The context of SHRM
  • The nature and significance of context
  • Responses to contextual issues
  • Preparing for unexpected disruptions
  • Practical implications
  • References
  • 04 Human resource management
  • Human resource management defined
  • The HR architecture
  • The HR system
  • Practical implications
  • References
  • 05 Strategic management
  • Strategic management defined
  • Strategic management and strategic HRM
  • The meaning of strategy
  • Practical implications
  • References
  • 06 Strategic alignment
  • The nature of strategic alignment
  • Vertical integration
  • Horizontal integration
  • Perspectives on strategic alignment
  • Best fit or best practice?
  • Practical implications
  • References
  • 07 The resource-based view
  • The resource-based view defined
  • Antecedents and development of the resource-based view
  • Criticisms of the resource-based view
  • What resource-based SHRM can offer
  • Practical implications
  • References
  • 08 Ability, motivation and opportunity (AMO)
  • AMO defined
  • AMO and SHRM
  • The antecedents and development of AMO
  • Application of AMO
  • Practical implications
  • References
  • PART TWO The nature, development and implementation of HR strategy
  • 09 HR strategy
  • The nature of HR strategy
  • Approaches to HR strategy
  • Broad statements of strategic intent
  • Overall HR strategy
  • Specific HR strategies
  • Practical implications
  • References
  • 10 Developing HR strategy
  • The nature of HR strategy development
  • Principles of HR strategy development
  • Considerations affecting HR strategy development
  • HR strategy development programmes
  • Stage 1 – analysis
  • Stage 2 – diagnosis
  • Stage 3 – formulation
  • Stage 4 – implementation
  • Recommendations by practitioners
  • Examples of HR strategy development
  • Practical implications
  • References
  • 11 Implementing HR strategy
  • Embedding HR strategy
  • The problem of implementation: the say–do gap
  • The approach to implementation
  • The role of line managers in implementing HR strategy
  • Practical implications
  • References
  • 12 The strategic role of the HR function
  • The strategic role of HR
  • The partnership role of HR professionals
  • The strategic business partner model
  • The role of HR in managing change
  • The strategic role of HR professionals
  • Practical implications
  • References
  • PART THREE Overall HR strategies
  • 13 The employee experience
  • The meaning of the employee experience
  • The stages of the employee experience
  • Developing an employee experience strategy
  • The employer brand and the employee value proposition
  • Enhancing employee engagement
  • Practical implications
  • References
  • 14 Organization development
  • Organization development defined
  • Organization development strategy
  • Formulating and implementing organization development strategy
  • Culture change
  • Practical implications
  • References
  • 15 Organizational performance
  • The nature of organizational performance
  • The role of HR in managing organizational performance
  • The impact of HRM on organizational performance
  • The process of managing organizational performance
  • The strategic approach to managing organizational performance
  • Implementing strategic organizational performance management
  • Developing a high-performance culture
  • Practical implications
  • References
  • 16 Individual performance
  • Performance defined
  • The factors affecting individual performance
  • Components of an individual performance strategy
  • Performance management systems
  • Performance leadership
  • Skills development
  • Performance pay
  • Work systems
  • Practical implications
  • References
  • 17 Human capital management
  • Characteristics of HCM
  • Aims of HCM
  • The role of HCM strategy
  • The link between HCM and business strategy
  • Developing an HCM strategy
  • Practical implications
  • References
  • 18 Knowledge management
  • The process of knowledge management
  • Sources and types of knowledge
  • Components of a knowledge management strategy
  • Strategic knowledge management issues
  • Practical implications
  • References
  • 19 Corporate social responsibility
  • Corporate social responsibility defined
  • The rationale for CSR
  • The role of strategic CSR
  • CSR activities
  • Developing a CSR strategy
  • Role of the HR function in CSR
  • Practical implications
  • References
  • 20 ESG strategy
  • The ESG framework
  • The significance of ESG
  • ESG reporting
  • Developing an ESG strategy
  • Responsibility for ESG
  • Practical implications
  • References
  • PART FOUR Specific HR strategies
  • 21 Resourcing
  • The rationale for strategic resourcing
  • The strategic HRM approach to resourcing
  • Integrating business and resourcing strategies
  • Bundling resourcing strategies and activities
  • The components of employee resourcing strategy
  • Resourcing plans
  • Retention strategy
  • Flexibility strategy
  • Practical implications
  • References
  • 22 Talent management
  • Talent management defined
  • The meaning of talent
  • Talent management and HRM: what’s the difference?
  • Talent management and management succession planning
  • Talent on demand
  • Talent management strategy
  • The talent management system
  • Practical implications
  • References
  • 23 Learning and development
  • Learning and development strategy
  • Strategy for creating a learning culture
  • Organizational learning strategy
  • Individual learning strategy
  • Formulating L&D strategy
  • Practical implications
  • References
  • 24 Reward
  • Reward management defined
  • Reward strategy defined
  • Practical implications
  • Reference
  • 25 Employment relationships
  • The nature of the employment relationship
  • The nature of the employment relations strategy
  • A strategy for creating a constructive and positive employment relations climate
  • A strategy for achieving mutual gains
  • A strategy for building trust
  • Trade union recognition strategy
  • Practical implications
  • References
  • 26 Equality, diversity and inclusion
  • The meaning of equality, diversity and inclusion
  • Equality strategy
  • Diversity and inclusion strategy
  • Practical implications
  • References
  • 27 Employee wellbeing
  • The case for wellbeing
  • Factors affecting wellbeing
  • Features of an employee wellbeing strategy
  • Practical implications
  • References
  • 28 Digital HRM
  • Digital HRM defined
  • Digital HRM strategy
  • Applications of digital HRM
  • Digital transformation
  • Artificial intelligence (AI)
  • Practical implications
  • References
  • 29 International HRM
  • The basis of international HRM strategy
  • Resourcing strategy
  • International talent management
  • International performance management
  • International reward management
  • Managing expatriates
  • Practical implications
  • References
  • Conclusions
  • What is happening to SHRM?
  • What is the future of SHRM?
  • References
  • Author index
  • Subject index
  • Copyright