Michael Armstrong
Armstrong's Handbook of Strategic Human Resource Management
Improve Business Performance Through Strategic People Management
Michael Armstrong
Armstrong's Handbook of Strategic Human Resource Management
Improve Business Performance Through Strategic People Management
- Gebundenes Buch
- Merkliste
- Auf die Merkliste
- Bewerten Bewerten
- Teilen
- Produkt teilen
- Produkterinnerung
- Produkterinnerung
Develop and implement HR strategies which are aligned with wider business objectives to achieve organizational success.
Andere Kunden interessierten sich auch für
- Michael ArmstrongArmstrong's Essential Skills for People Professionals108,99 €
- Emma BridgerEmployee Experience by Design131,99 €
- Donald ClarkArtificial Intelligence for Learning131,99 €
- Martin EdwardsPredictive HR Analytics172,99 €
- Alan WatkinsStep Change204,99 €
- Emerging Perspectives in Japanese Human Resource Management57,75 €
- Tibisay VeraNeuroscience for Change at Work161,99 €
-
-
-
Develop and implement HR strategies which are aligned with wider business objectives to achieve organizational success.
Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Produktdetails
- Produktdetails
- Verlag: CIPD / Kogan Page / Kogan Page Ltd
- Seitenzahl: 360
- Erscheinungstermin: 31. Dezember 2024
- Englisch
- Abmessung: 250mm x 175mm x 24mm
- Gewicht: 800g
- ISBN-13: 9781398617704
- ISBN-10: 1398617709
- Artikelnr.: 70165422
- Herstellerkennzeichnung
- Libri GmbH
- Europaallee 1
- 36244 Bad Hersfeld
- gpsr@libri.de
- Verlag: CIPD / Kogan Page / Kogan Page Ltd
- Seitenzahl: 360
- Erscheinungstermin: 31. Dezember 2024
- Englisch
- Abmessung: 250mm x 175mm x 24mm
- Gewicht: 800g
- ISBN-13: 9781398617704
- ISBN-10: 1398617709
- Artikelnr.: 70165422
- Herstellerkennzeichnung
- Libri GmbH
- Europaallee 1
- 36244 Bad Hersfeld
- gpsr@libri.de
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. He is based in London, UK.
Section
ONE: Strategic human resource management (SHRM); Chapter
01: The essence of strategic human resource management; Chapter
02: The evolution of SHRM; Chapter
03: The context of SHRM; Chapter
04: Human resource management; Chapter
05: Strategic management; Chapter
06: Strategic alignment; Chapter
07: The resource
based view; Chapter
08: Ability, motivation and opportunity (AMO); Section
TWO: The nature, development and implementation of HR strategy; Chapter
09: HR strategy; Chapter
10: Developing HR strategy; Chapter
11: Implementing HR strategy; Chapter
12: The strategic role of the HR function; Section
THREE: Overall HR strategies; Chapter
13: The employee experience; Chapter
14: Organization development; Chapter
15: Organizational performance; Chapter
16: Individual performance; Chapter
17: Human capital management; Chapter
18: Knowledge management; Chapter
19: Corporate social responsibility; Chapter
20: ESG strategy; Section
FOUR: Specific HR strategies; Chapter
21: Resourcing; Chapter
22: Talent management; Chapter
23: Learning and development; Chapter
24: Reward; Chapter
25: Employment relationships; Chapter
26: Equality, diversity and inclusion; Chapter
27: Employee wellbeing; Chapter
28: Digital HRM; Chapter
29: International HRM; Chapter
30: Conclusions;
ONE: Strategic human resource management (SHRM); Chapter
01: The essence of strategic human resource management; Chapter
02: The evolution of SHRM; Chapter
03: The context of SHRM; Chapter
04: Human resource management; Chapter
05: Strategic management; Chapter
06: Strategic alignment; Chapter
07: The resource
based view; Chapter
08: Ability, motivation and opportunity (AMO); Section
TWO: The nature, development and implementation of HR strategy; Chapter
09: HR strategy; Chapter
10: Developing HR strategy; Chapter
11: Implementing HR strategy; Chapter
12: The strategic role of the HR function; Section
THREE: Overall HR strategies; Chapter
13: The employee experience; Chapter
14: Organization development; Chapter
15: Organizational performance; Chapter
16: Individual performance; Chapter
17: Human capital management; Chapter
18: Knowledge management; Chapter
19: Corporate social responsibility; Chapter
20: ESG strategy; Section
FOUR: Specific HR strategies; Chapter
21: Resourcing; Chapter
22: Talent management; Chapter
23: Learning and development; Chapter
24: Reward; Chapter
25: Employment relationships; Chapter
26: Equality, diversity and inclusion; Chapter
27: Employee wellbeing; Chapter
28: Digital HRM; Chapter
29: International HRM; Chapter
30: Conclusions;
Section
ONE: Strategic human resource management (SHRM); Chapter
01: The essence of strategic human resource management; Chapter
02: The evolution of SHRM; Chapter
03: The context of SHRM; Chapter
04: Human resource management; Chapter
05: Strategic management; Chapter
06: Strategic alignment; Chapter
07: The resource
based view; Chapter
08: Ability, motivation and opportunity (AMO); Section
TWO: The nature, development and implementation of HR strategy; Chapter
09: HR strategy; Chapter
10: Developing HR strategy; Chapter
11: Implementing HR strategy; Chapter
12: The strategic role of the HR function; Section
THREE: Overall HR strategies; Chapter
13: The employee experience; Chapter
14: Organization development; Chapter
15: Organizational performance; Chapter
16: Individual performance; Chapter
17: Human capital management; Chapter
18: Knowledge management; Chapter
19: Corporate social responsibility; Chapter
20: ESG strategy; Section
FOUR: Specific HR strategies; Chapter
21: Resourcing; Chapter
22: Talent management; Chapter
23: Learning and development; Chapter
24: Reward; Chapter
25: Employment relationships; Chapter
26: Equality, diversity and inclusion; Chapter
27: Employee wellbeing; Chapter
28: Digital HRM; Chapter
29: International HRM; Chapter
30: Conclusions;
ONE: Strategic human resource management (SHRM); Chapter
01: The essence of strategic human resource management; Chapter
02: The evolution of SHRM; Chapter
03: The context of SHRM; Chapter
04: Human resource management; Chapter
05: Strategic management; Chapter
06: Strategic alignment; Chapter
07: The resource
based view; Chapter
08: Ability, motivation and opportunity (AMO); Section
TWO: The nature, development and implementation of HR strategy; Chapter
09: HR strategy; Chapter
10: Developing HR strategy; Chapter
11: Implementing HR strategy; Chapter
12: The strategic role of the HR function; Section
THREE: Overall HR strategies; Chapter
13: The employee experience; Chapter
14: Organization development; Chapter
15: Organizational performance; Chapter
16: Individual performance; Chapter
17: Human capital management; Chapter
18: Knowledge management; Chapter
19: Corporate social responsibility; Chapter
20: ESG strategy; Section
FOUR: Specific HR strategies; Chapter
21: Resourcing; Chapter
22: Talent management; Chapter
23: Learning and development; Chapter
24: Reward; Chapter
25: Employment relationships; Chapter
26: Equality, diversity and inclusion; Chapter
27: Employee wellbeing; Chapter
28: Digital HRM; Chapter
29: International HRM; Chapter
30: Conclusions;