Armstrong's Handbook of Human Resource Management Practice, 13th Edition
- 17h 19m
- Michael Armstrong, Stephen Taylor
- Kogan Page
- 2014
A classic text for all students of HR Management, Armstrong's Handbook of Human Resource Management Practice provides a complete resource for understanding and implementing HR. It includes in-depth explanations of all the key areas essential to the HR function, such as performance management, organizational behavior, employee relations and health, safety and welfare.
The authors encourage and facilitate effective learning, and he provides comprehensive online support material for both the instructor and student, offering opportunities for self-learning and extra help outside the classroom. In addition, they offer two sections of toolkits with easily applicable skills and knowledge.
The 13th edition, introducing Stephen Taylor as co-author, has been updated throughout to reflect new information on employment law and a more detailed look at international concerns in HRM.
About the Authors
Armstrong is Managing Partner of e-reward. He spent 25 years as an HR practitioner including 12 years as HR director of a publishing company. He headed up the HR consultancy of Coopers and Lybrand (now PLC) for 10 years and is a former chief examiner of the Chartered Institute of Personnel and Development. He is the author of a suite of several best-selling HR books.
Stephen Taylor 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.
In this Book
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Armstrong’s Handbook of Human Resource Practice, 13th Edition
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Preface to the 13th Edition
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The essence of human resource management (HRM)
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Strategic HRM
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Delivering HRM – systems and roles
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HRM and performance
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Human capital management
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Knowledge management
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Competency-based HRM
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The ethical dimension of HRM
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Corporate social responsibility
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Organizational behaviour
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Work, organization and job design
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Organization development
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Motivation
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Commitment
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Employee engagement
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Strategic resourcing
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Workforce planning
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Recruitment and selection
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Resourcing practice
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Talent management
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Strategic learning and development
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The process of learning and development
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The practice of learning and development
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Leadership and management development
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Performance management
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Reward management – strategy and systems
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The practice of reward management
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Managing reward for special groups
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Strategic employee relations
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The employment relationship
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The psychological contract
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The practice of industrial relations
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Employee voice
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Employee communications
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The practice of employee well-being
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Health and safety
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The international HRM framework
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The practice of international HRM
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Managing expatriates
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HR policies
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HR procedures
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HR information systems
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Employment law
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Strategic HRM skills
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Business skills
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Problem-solving skills
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Analytical and critical skills
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Research skills
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Statistical skills
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Selection interviewing skills
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Job, role and skills analysis and competency modelling
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Learning and development skills
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Negotiating skills
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Leading and facilitating change
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Leadership skills
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Influencing skills
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Handling people problems
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Managing conflict
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Political skills
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Strategic HRM toolkit
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Human capital management toolkit
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Organization design toolkit
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Organization development toolkit
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Employee engagement toolkit
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Workforce planning toolkit
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Talent management toolkit
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Planning and delivering learning events toolkit
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Performance management toolkit
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Strategic reward toolkit
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Total rewards toolkit
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Job evaluation toolkit
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Grade and pay structure design toolkit
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Attitude surveys toolkit
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Example of attitude survey
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Survey providers
