Title Armstrong’s Handbook of Human Resource Management Practice, 15/e
Subtitle
Author Michael Armstrong, Stephen Taylor
ISBN 9780749498276
List price GBP 44.99
Price outside India Available on Request
Original price
Binding Paperback
No of pages 800
Book size 191 x 242 mm
Publishing year 2020
Original publisher Kogan Page Limited
Published in India by .
Exclusive distributors Viva Books Private Limited
Sales territory India, Sri Lanka, Bangladesh, Pakistan, Nepal, .
Status New Arrival
About the book Send Enquiry
  
 

Reviews:

“There is a reason why Michael Armstrong’s HR books represent a gold standard: they are both thorough and academically rigorous but benefit from real world experience and an informed perspective on practice.”

—Robert Jeffrey, Editor, People Management magazine

 

“Armstrong’s authoritative handbook continues to be a paragon of HR texts. The new edition of this indubitably vital HR resource for students, tutors and practitioners alike, follows a tried and trusted, coherent format.”

—Lezlee-Jayne Stones, Associate Professor and School Director of Teaching & Learning, University of Lincoln

 

“This comprehensive book is a major resource and gives the reader both an in-depth and detailed view of all major assignments that the HR Manager will encounter in the work setting. It is also a valuable asset for the student of HR Management”

—Thordur S. Oskarsson, Ph.D. Adjunct Professor, School of Business, University of Iceland

 

“A detailed, yet accessible text suitable for all levels. This latest edition further establishes its position as the ‘go to’ text for HR students, academics and practitioners alike. I highly recommend it.”

—Dr. Edward O’Connor, Assistant Professor, Maynooth University School of Business

 

“Michael Armstrong could well be offering the definitive text in the field...an excellent book.”

—The Times Higher Education Supplement (about a previous edition)

 

“Topical, comprehensive, well-informed and student-friendly.”

—Dr Izabela Robinson, Senior Lecturer Human Resource Management, Northampton Business School (about a previous edition)

 

“The gold standard when it comes to HRM texts.”

—Connie Nolan, Senior Lecturer at Canterbury Christ Church University (about a previous edition)

 

“If any book is a contender for one of the standard references of the HR profession, this is it...it covers just about everything that might be considered broadly relevant to practising HR.”

—Personnel Today (about a previous edition)

 

“Armstrong’s approach to HRM is sufficiently academic but tempered with good practice and common sense.”

—Dr Janet Astley, Senior Lecturer, York St John Business School (about a previous edition)

 

“This book [is] a must-read for everyone who has a strong interest in the management of human resources”

­—Niki Kyriakidou, Leeds Business School, on behalf of the International Journal of Training and Development (about a previous edition)


Description:

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.


Key features at a glance:

  • Aligns with the Chartered Institute of Personnel and Development (CIPD) profession map and standards; ideal for both professionals and those studying undergraduate degrees and the CIPD’s level 5 and 7 qualifications
  • New to this edition: 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 developments and thinking
  • Supports learning with a range of pedagogical features including source review boxes, key learning points summaries and case studies from international organizations such as IBM, HSBC and Johnson and Johnson
  • Develops understanding of all the essential areas of the HR function, such as employment law, employee relations, learning and development, performance and reward


Contents:

List of figures

List of tables

Preface

 

PART I: Fundamentals of human resource management

Chapter 1: Human resource management • Introduction • HRM: meaning and issues • The development of the HRM concept • HRM philosophy • The goals of HRM • HRM standards • The theoretical base of HRM • Models of HRM • Perspectives on HRM • The HR system • The impact of HRM • HRM - today • HRM - the future • The concept of people management • References

Chapter 2: Strategic HRM • Introduction • The nature of strategic human resource management • Strategic fit • The resource-based view of SHRM • Critical evaluation of the concept of SHRM • References

Chapter 3: HR strategy • Introduction • The nature of HR strategy • Approaches to the formulation of HR strategy • Developing HR strategy • Implementing HR strategy • References

Chapter 4: Human capital management • Introduction • Human capital management defined • The concept of human capital • The constituents of human capital • Measuring human capital • Approaches to people management raised by human capital theory • References

Chapter 5: The context of HRM • Introduction • Environmental factors • What’s happening to work? • The labour market • References

Chapter 6: HRM and performance • Introduction • Measuring organizational performance • The impact of HRM • How HRM makes an impact • The contribution of HR • The development of high-performance working • High-performance work systems • References

Chapter 7: International HRM • Introduction • The international scene • International HRM strategies • Contextual factors • Convergence and divergence • The practice of international HRM • Global approaches to talent management • Managing expatriates • International HRM policies • References

 

PART II: Delivering HRM

Chapter 8: The role of the HR function • Introduction • The overall contribution of HR • The contribution of the HR function to the achievement of competitive advantage • The role and organization of the HR function • Outsourcing HR work • Power of the HR function • The reputation of the HR function • Evaluating the HR function • The role of HR in small- and medium-sized organizations (SMEs) • References

Chapter 9: The role of HR professionals • Introduction • The overall role of the HR professional • The Ulrich model • The strategic role of the HR professional • The HR business partner role • The partnership role of HR professionals • The innovation role • The change agent role • The service delivery role • HR professionals: role requirements • Carrying out the role of the HR professional • References

Chapter 10: The HRM role of line managers • Introduction • The people management role of line managers • How well does devolution of HR responsibilities to line managers work? • Factors affecting the quality of the implementation of HRM by line managers • Dealing with the issues • References

 

PART III: Human resource management processes

Chapter 11: Evidence-based HRM • Introduction • Evidence-based HRM defined • Evidence-based management • The approach to evidence-based HRM • References

Chapter 12: HR analytics • Introduction • HR analytics defined • The purpose of HR analytics • The process of HR analytics • HR analytics levels • Keeping people informed • References

Chapter 13: e-HRM • Introduction • e-HRM defined • Purpose of e-HRM • Features of e-HRM • e-HRM achievements • References

Chapter 14: Artificial intelligence and HRM • Introduction • The components of AI • Applications for AI in HRM • AI risks • The extent to which AI is used by HR • Tips for practitioners on introducing AI • Ethical considerations • References

Chapter 15: Knowledge management • Introduction • The concept of knowledge • Knowledge management defined • Knowledge management strategies • Knowledge management issues • The contribution of HR to knowledge management • References

Chapter 16: Competency-based HRM • Introduction • Competency defined • Using competencies • Applications of competency-based HRM • Developing a competency framework • Keys to success in using competencies • Reference

Chapter 17: The ethical dimension of HRM • Introduction • The meaning and concerns of ethics • The nature of ethical decisions and judgements • Ethical frameworks • Fairness • Equity theory • Justice • HRM ethical guidelines • Ethical dilemmas • The ethical role of HR • References

Chapter 18: Corporate social responsibility • Introduction • Corporate social responsibility defined • Strategic CSR defined • CSR activities • The rationale for CSR • The opposing view • Benefits of CSR • The basis for developing a CSR strategy • References

 

PART IV: Organization

Chapter 19: 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

Chapter 20: Organization design • Introduction • Organization design theory • Organization design guidelines • Organizational choice • The approach to organization design • Successful organization design • References

Chapter 21: Work design • Introduction • What is happening to work? • Work design — a short history • The approach to work system design • Smart working • Agile working • Automation • The role of HR in work design • References

Chapter 22: Job design • Introduction • Job quality • The principles and practice of job design • Job enrichment • The job characteristics model • The job demands-resources model • Job design practice • Responsibility for job design • Job crafting • References

Chapter 23: Organization development • Introduction • Organization development defined • The nature of organization development • The story of organization development • Organization development strategy • The consulting cycle • Organizational diagnosis • Organization development programmes • Conclusions on organization development • References

 

PART V: Factors affecting the behaviour of people at work

Chapter 24: Motivation • Introduction • The meaning of motivation • Instrumentality theory • Content theory • Process theory • Summary of motivation theories • Motivation and job satisfaction • Motivation and money • Conclusions on motivation theory • Motivation strategies • References

Chapter 25: Commitment • Introduction • The meaning of organizational commitment • Mutuality and commitment • The mutual gains perspective • Commitment and engagement • Factors affecting commitment • Developing a commitment strategy • Critical evaluation of the concept of commitment • References

Chapter 26: 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 VI: People resourcing

Chapter 27: Workforce planning • Introduction • Workforce planning defined • Incidence of workforce planning • The link between workforce and business planning • Reasons for workforce planning • Workforce planning issues • Systematic workforce planning • Approach to workforce planning • References

Chapter 28: Recruitment and selection • Introduction • Defining requirements • Attracting candidates • Sourcing candidates • Managing the recruitment process • Selection methods • Selection interviews • Selection testing • Assessment centres • Choice of selection methods • Making the decision • Provisional offers and obtaining references • Checking applications • Offering employment • Following up • Dealing with recruitment problems • References

Chapter 29: 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 VII: Employment practices

Chapter 30: Managing employment • Introduction • The employee experience • Introduction to the organization • Managing employee retention • Release from the organization • Absence management • References

Chapter 31: Managing diversity and inclusion • Introduction • The meaning and significance of managing diversity and inclusion • Bias as a factor affecting diversity and inclusion • The rationale for managing diversity and inclusion • How to manage diversity and inclusion • References

Chapter 32: Managing flexibility • Introduction • Forms of flexibility • Flexible working • The role of HR • References

 

PART VIII; Learning and development

Chapter 33: The basis of learning and development • Introduction • Learning and development defined • Strategic L&D • Creating a learning culture • Organizational learning strategies • The notion of a learning organization • Individual learning strategies • How people learn • References

Chapter 34: The process of learning and development • Introduction • Identify learning needs • Overall approaches to learning and development • Plan learning and development activities • Implement • Evaluate • References

Chapter 35: Learning and development practices • Introduction • Workplace learning • Social and collaborative working • Digital learning • Use of artificial intelligence • Training • Personal development planning • Apprenticeships • References

Chapter 36: Leadership and management development • Introduction • Leadership and management development defined • The nature of leadership and management • Leadership and management development compared • Leadership development • Management development • Criteria for leadership and management development • References

 

PART IX: Performance management

Chapter 37: The concept of performance management • Introduction • Performance management defined • The conceptual framework • Underpinning theories • Aims of performance management • Principles of performance management • Examples of approaches to performance management • The impact of performance management • Requirements for success • References

Chapter 38: Performance management systems • Introduction • How a performance management system works • Performance and development planning • Managing performance throughout the year • Performance reviews • Performance assessment • Recording the performance agreement and review • Introducing a performance management system • Requirements for success • 360-degree feedback • References

Chapter 39: Reinventing performance management • Introduction • Performance management criticisms • Performance management system issues • The role of line managers • Dealing with the issues-reinventing performance management • A radical way ahead? • References

 

PART X: Reward management

Chapter 40: The basis of reward management • Introduction • Reward management defined • Values and beliefs • Reward policy • Reward strategy • The reward system • References

Chapter 41: The practice of reward management • Introduction • Market pricing • Job evaluation • Base pay management • Contingent pay • Recognition schemes • Employee benefits • Administering reward management • References

Chapter 42: Managing reward for special groups • Introduction • Executive remuneration • Reward management for sales and customer service staff • Rewarding expatriates • Paying manual workers • References

Chapter 43: 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 XI: Employment relations

Chapter 44: The basis of employment relations • Introduction • The meaning of employment relations • Employment relations policies • Employment relations strategies • Employment relations climate • Managing with unions • Managing without unions • References

Chapter 45: 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

Chapter 46: 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

Chapter 47: The practice of industrial relations • Introduction • Trade union membership • Union recognition • Collective bargaining • Collective agreements • Informal employment relations processes • References

Chapter 48: Employee voice • Introduction • The need for employee voice • Degrees of employee voice • Direct voice • Indirect voice • Employees’ experience of voice • References

Chapter 49: Employee communications • Introduction • The importance of employee communications • What should be communicated • Approach to communication • Communication methods • Employee communication strategy • References

 

PART XII: Employee wellbeing

Chapter 50: The principles and practice of employee wellbeing • Introduction • The principles of wellbeing • The case for caring about wellbeing • Factors affecting wellbeing • Employee wellbeing strategy • References

Chapter 51: 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 XIII: HRM policies and practices and employment law

Chapter 52: HR policies • Introduction • Why have HR policies? • Overall HR policy • Specific HR policies • Developing HR policies • Implementing HR policies

Chapter 53: HR procedures • Introduction • Capability procedure • Disciplinary procedure • Grievance procedure • Redundancy procedure

Chapter 54: HR information systems • Introduction • Reasons for introducing an HRIS • The functions of an HRIS • Features of an HRIS • References

Chapter 55: Employment law • Introduction • The purpose of employment law • How is employment law enforced? • HRM and employment law • The General Data Protection Regulation (GDPR) • References

 

PART XIV: People management skills

Chapter 56: Strategic people management skills • Introduction • The strategic role of the HR professional • The strategic business partner model • The strategic skills required • Reference

Chapter 57: Business skills • Introduction • Business skills • Financial skills • Business models • References

Chapter 58: Problem-solving and decision-making skills • Introduction • Problem solving • Decision making • References

Chapter 59: Analytical and critical skills • Introduction • Analytical skills • Logical reasoning • Critical thinking • Critical evaluation • Developing and justifying arguments • A final word • Reference

Chapter 60: Research skills • Introduction • The nature of research • Planning and conducting research programmes • Research methodology • Methods of collecting data • Processes involved in research • References

Chapter 61: Statistical skills • Introduction • Frequency • Measures of central tendency • Measures of dispersion • Correlation • Regression • Causality • Tests of significance • Testing hypotheses • References

Chapter 62: Selection interviewing skills • Introduction • Preparing for the interview • Selection interviewing skills • Structured interviews • Coming to a conclusion • Dos and don’ts of selection interviewing • Reference

Chapter 63: Job, role, competency and skills analysis • Introduction • Definition • Job analysis • Job descriptions • Role analysis and role profiles • Skills analysis • Competency modelling • References

Chapter 64: Learning and development skills • Introduction • Coaching • Mentoring • Facilitating • Job instruction • References

Chapter 65: Negotiating skills • Introduction • The process of negotiation • Stages of negotiation • Initial steps • Negotiating and bargaining skills • Reference

Chapter 66: Change management • Introduction • The psychology of change management • Levers for change • The change process • Change models • Resistance to change • Implementing change • The role of change agents • The role of HR in leading and facilitating change • Change management programmes • Nudge theory • Evidencing the value of change • Guidelines for change management • References

Chapter 67: Influencing skills • Introduction • Persuading people • Case presentation • Making a business case • Facilitating • Coordinating discussions

Chapter 68: Leadership skills • Introduction • The meaning of leadership • Leadership theories • What leaders do • Leadership styles • Types of leaders • The reality of leadership • The qualities of a good leader • Effective leadership • References

Chapter 69: Handling people problems • Introduction • Disciplinary issues • Absenteeism • Handling poor timekeeping • Handling negative behaviour • Dealing with under-performance

Chapter 70: Handling challenging conversations

Chapter 71: Managing conflict • Introduction • Handling inter-group conflict • Handling interpersonal conflict • Resolving conflict between team members • Reference

Chapter 72: Political skills • Introduction • Typical political approaches • Using political means to get things done • Political sensitivity • Dangers of politics • Dealing with organizational politics • Reference

Chapter 73: 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

Chapter 74: Project management • Introduction • Project planning • Setting up the project • Controlling the project

CIPD New Profession Map 2018

Author index

Subject index


About the Authors:

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, Chartered CCIPD, 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.


Target Audience:

This book is a must-read for everyone who has a strong interest in the management of human resources. It is the ‘go to’ text for HR students, academics and practitioners alike.


 
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