Description:

Armstrong’s Handbook of Strategic Human Resource Management is a complete guide to integrating HR strategies with wider organizational goals and objectives approaches to achieve sustained competitive advantage. Supported by key learning summaries, source reviews and practical real-life examples from organizations including UNICEF and General Motors (GM), it provides coverage of HRM strategies in key areas of the function such as employee engagement, talent management and learning and development, as well as strategic HRM approaches in an international context.

This fully revised seventh edition of Armstrong’s Handbook of Strategic Human Resource Management contains new chapters on evidence-based strategic HRM, employee wellbeing strategies and HR analytics, as well as additional case studies and updated wider content to reflect the latest research and thinking. It remains an indispensable resource for both professionals and those studying HR qualifications, including undergraduate and masters degrees and the CIPD’s advanced level qualifications. Online supporting resources include lecture slides and comprehensive handbooks for lecturers and students which include self-assessment questions, case study exercises, and a glossary and literature review.

Develop and implement HR strategies which are aligned with wider business strategies to achieve organizational success.

Key features at a glance:

• Shows how to align HR strategies, policies and practices with wider organizational goals and objectives to improve business performance
• Features key learning summaries, source reviews and real-life examples from organizations including UNICEF and General Motors (GM)
• New to this edition: chapters on evidence-based strategic HRM, employee wellbeing strategies and HR analytics, additional case studies and updated wider content to reflect the latest research and thinking
• Online resources: lecture slides and handbooks for lecturers and students which include self-assessment questions, case study exercises and a glossary and literature review

Contents:

Introduction

PART ONE: Strategic human resource management (SHRM)
Chapter 01: Human resource management • Introduction • The nature of HRM • The HR system • The impact of HRM on organizational performance • The ethical dimension • The state of HRM • References

Chapter 02: Strategic management • Introduction • Strategic management defined • The meaning of strategy • Strategy in action • Developing strategy • References

Chapter 03: The concept of strategic human resource management • Introduction • Strategic human resource management defined • Characteristics of SHRM • Aims of SHRM • The process of SHRM • References

Chapter 04: The evolution of SHRM • Introduction • Beginnings — focus on vertical integration or fit • Recognizing the importance of horizontal as well as vertical fit • Views on the development of HR strategy — ‘best fit’ or ‘best practice’ • Development of a conceptual framework for SHRM • Preoccupation with performance • Focus on implementation • A multi-stakeholder approach • What is happening to SHRM • References

Chapter 05: The reality of SHRM • Introduction • The reality of SHRM • The limitations of SHRM • The case for people management • References

PART TWO: People strategy in general
Chapter 06: The concept of people management • Introduction • People management defined • Strategic people management • Conclusion • References

Chapter 07: The nature and practice of people strategy • Introduction • The nature of people strategy • The features of people strategy • Broad statements of intent • Overall people management approaches • Evaluating people strategy • People strategy in action • References

Chapter 08: Developing people strategy • Introduction • Development principles • The evidence-based approach to developing people strategy • Limits to an entirely rationalistic approach • Formulating people strategy • Recommendations from practitioners • References

Chapter 09: Implementing people strategy • Introduction • Implementation problems: the say-do gap • The implementation process • The role of line managers in implementing HR strategy • References

Chapter 10: The strategic role of the people professionals • Introduction • People professionals: their basic strategic roles • The partnership role of people professionals • The strategic business partner model • People management strategic roles • References

PART THREE: Specific people strategies

Chapter 11: Organization development strategy • Introduction • Organization development defined • Organization development activities • Organization development strategy • Formulating and implementing organization development strategy • Culture change • References

Chapter 12: Human capital management strategy • Introduction • Aims of human capital management • The role of human capital management strategy • The link between HCM and business strategy • Developing a human capital management strategy • References

Chapter 13: Knowledge management strategy • Introduction • The process of knowledge management • Sources and types of knowledge • Approaches to the development of knowledge management strategies • Strategic knowledge management issues • Components of a knowledge management strategy • References

Chapter 14: Corporate social responsibility strategy • Introduction • Corporate social responsibility defined • The rationale for CSR • Strategic CSR defined • CSR activities • Developing a CSR strategy • Role of the people management function • References

Chapter 15: Organizational performance strategy • Introduction • The process of managing organizational     performance • The strategic approach to managing organizational performance • Organizational capability • Developing a high-performance culture • How people strategies enhance organizational performance • References

Chapter 16: Individual performance strategy • Introduction • Performance and the factors that affect it • Performance management systems • Limitations of the model • The reality of performance management systems • Dealing with the issues — reinventing performance management • References

Chapter 17: Digital strategy for people management • Introduction • Purpose of a digital strategy • Components of a digital strategy • References

Chapter 18: Employee engagement strategy • Introduction • What is employee engagement? • Why is engagement important? • What are the factors that influence employee engagement? • The nature and content of employee engagement strategy • References

Chapter 19: Resourcing strategy • Introduction • The rationale for strategic resourcing • The strategic approach to resourcing • Integrating business and resourcing strategies • The components of employee resourcing strategy • References

Chapter 20: Talent management strategy • Introduction • What is talent? • Strategic talent management • References

Chapter 21: Diversity and inclusion strategy • Introduction • Diversity and inclusion strategy • Reference

Chapter 22: Learning and development strategy • Introduction • The aim of strategic learning and development • Strategic learning and development philosophy • Strategy for creating a learning culture • Organizational learning strategy • Individual learning strategy • References

Chapter 23: Reward Strategy • Introduction • Reward strategy defined • Why have a reward strategy? • Characteristics of reward strategy • The basis of reward strategy • The content of reward strategy • Developing reward strategy • Effective reward strategies • Reward strategy and line management capability • The problem with the concept of reward strategy • References

Chapter 24: Employment relationships strategy • Introduction • The employment relationship • A strategy for creating a constructive and positive employment relations climate • A strategy for achieving mutual gains • A strategy for building trust • The nature of employment relations strategy • Partnership agreement strategy • Employee voice strategy • Trade union recognition strategy • References

Chapter 25: Employee wellbeing strategy • Introduction • The case for a wellbeing strategy • Features of an employee wellbeing strategy • Factors affecting wellbeing • References

Chapter 26: International people management strategy • Introduction • Strategic international people management defined • International strategic people management issues • International people management strategies • International reward management • References

Author Index
Subject Index

About the Author:

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

Target Audience:

It is an indispensable resource for both HR professionals and those studying HR qualifications, including undergraduate and masters degrees.