Michael Armstrong, Stephen Taylor

Armstrong's Handbook of Human Resource Management Practice: A Guide to the Theory and Practice of People Management

• Gebundenes Buch

Produktbeschreibung

Gain a complete understanding of how to develop all the key areas of the HR function with this one-stop shop handbook by the UK's bestselling HRM author.

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Produktdetails

• Verlag: Kogan Page
• Seitenzahl: 760
• Erscheinungstermin: 31. Januar 2023
• Englisch
• Abmessung: 251mm x 192mm x 36mm
• Gewicht: 1464g
• ISBN-13: 9781398606654
• ISBN-10: 1398606650
• Artikelnr.: 63934868

Autorenporträt

Michael Armstrong is the UK's bestselling author of HRM books. With over a million copies sold, his books have been translated into 21 languages. Based in London, UK, he is managing partner of E-Reward and was previously a chief examiner of the Chartered Institute of Personnel and Development (CIPD). 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.

Inhaltsangabe

Section
One: Fundamentals of human resource management; Chapter
01: The essence of HRM; Chapter
02: Human capital management; Chapter
03: The context of HRM; Chapter
04: The future of work; Chapter
05: HRM and organizational performance; Chapter
06: The ethical dimension of HRM; Chapter
07: Corporate social responsibility; Section
TWO: The strategic approach to HRM; Chapter
08: Strategic HRM; Chapter
09: HR strategy; Section
THREE: Delivering HR; Chapter
10: The role of HR; Chapter
11: The HRM role of line managers; Section
FOUR: Human resource management processes; Chapter
12: Evidence
based HRM; Chapter
13: HR analytics; Chapter
14: Digital HRM; Chapter
15: Knowledge Management; Chapter
16: Competency
based HRM; Section
FIVE: Organization; Chapter
17: Organizational behaviour; Chapter
18: Organizational design; Chapter
19: Work design; Chapter
20: Job design; Chapter
21: Organizational development; Section
SIX: Factors affecting the behaviour of people at work; Chapter
22: Motivation; Chapter
23: Commitment; Chapter
24: Employee engagement; Section
SEVEN: People resourcing; Chapter
25: Resourcing strategy; Chapter
26: Workforce Planning; Chapter
27: Recruitment and selection; Chapter
28: Talent Management; Section
EIGHT: Employment practices; Chapter
29: The employee experience; Chapter
30: Managing empployment; Chapter
31: Managing diversity and inclusion; Chapter
32: Managing flexibility; Chapter
33: Managing home and hybrid working; Section
NINE: Learning and development; Chapter
34: The basis of learning and development; Chapter
35: Strategic learning and development; Chapter
36: Organisational learning and the learning organization; Chapter
37: Individual learning; Chapter
38: The practice of learning and development; Chapter
39: The practice of learnign and development; Chapter
40: Leadership and management development; Section
TEN: Performance management; Chapter
41: The basis of performance management; Chapter
42: Performance management; Chapter
43: Performance leadership; Section
ELEVEN: Reward management; Chapter
44: The bases of reward management; Chapter
45: Reward strategy; Chapter
46: The practice of reward management; Chapter
47: Managing reward for special groups; Chapter
48: Reducing the gender pay gap; Section
TWELVE: Employment relations; Chapter
49: The basis of employment relations; Chapter
50: Employment relations strategy; Chapter
51: The employment relationship; Chapter
52: The psychological contract; Chapter
53: The practice of industrial relations; Chapter
54: Employee voice; Chapter
55: Employee communications; Section
THIRTEEN: Employee wellbeing; Chapter
56: Principles and practice of employee wellbeing; Chapter
57: Health and Safety; Section
FOURTEEN: HR practices; Chapter
58: HR policies; Chapter
59: HR procedures; Chapter
60: Dealing with the legal aspects of employment; Section
FIFTEEN: International HRM; Chapter
61: The basis of international HRM; Chapter
62: The practice of international HRM; Chapter
63: Managing expatriates; Section
SIXTEEN: People management skills and competencies; Chapter
64: Strategic people management skills; Chapter
65: Business skills; Chapter
66: Dealing with business issues from an HR perspective; Chapter
67: Problem
solving and decision
making; Chapter
68: Analytical and critical skills; Chapter
69: Research skills; Chapter
70: Statistical skills; Chapter
71: Selection interviewing skills; Chapter
72: Job, role and skills analysis and competency modelling; Chapter
73: Learning and development skills; Chapter
74: Negotiating skills; Chapter
75: Change management; Chapter
76: Influencing skills; Chapter
77: Leadership; Chapter
78: Handling people problems; Chapter
79: Handling challenging conversations; Chapter
80: Managing conflict; Chapter
81: Political skills; Chapter
82: Project management; Section
SEVENTEEN: Conclusion; Chapter
83: Trends in HRM