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. This book 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. Online supporting resources include comprehensive handbooks for lecturers and students, lecture slides, all figures and tables, toolkits, and a literature review, glossary and bibliography.
Section - ONE: Fundamentals of human resource management; Chapter - 01: Human resource management; Chapter - 02: Strategic HRM; Chapter - 03: HR strategy; Chapter - 04: Human capital management; Chapter - 05: The context of HRM; Chapter - 06: HRM and performance; Chapter - 07: International HRM; Section - TWO: Delivering HRM; Chapter - 08: The role of the HR function; Chapter - 09: The role of HR professionals; Chapter - 10: The HRM role of line managers; Section - THREE: Human resource management processes; Chapter - 11: Evidence-based HRM; Chapter - 12: HR analytics; Chapter - 13: e-HRM; Chapter - 14: Artificial intelligence and HRM; Chapter - 15: Knowledge management; Chapter - 16: Competency-based HRM; Chapter - 17: The ethical dimension of HRM; Chapter - 18: Corporate social responsibility; Section - FOUR: Organization; Chapter - 19: Organizational behaviour; Chapter - 20: Organization design; Chapter - 21: Work design; Chapter - 22: Job design; Chapter - 23: Organization development; Section - FIVE: Factors affecting the behaviour of people at work; Chapter - 24: Motivation; Chapter - 25: Commitment; Chapter - 26: Employee engagement; Section - SIX: People resourcing; Chapter - 27: Workforce planning; Chapter - 28: Recruitment and selection; Chapter - 29: Talent management; Section - SEVEN: Employment practices; Chapter - 30: Managing employment; Chapter - 31: Managing diversity and inclusion; Chapter - 32: Managing flexibility; Section - EIGHT: Learning and development; Chapter - 33: The basis of learning and development; Chapter - 34: The process of learning and development; Chapter - 35: Learning and development practices; Chapter - 36: Leadership and management development; Section - NINE: Performance management; Chapter - 37: The concept of performance management; Chapter - 38: Performance management systems; Chapter - 39: Reinventing performance management; Section - TEN: Reward management; Chapter - 40: The basis of reward management; Chapter - 41: The practice of reward management; Chapter - 42: Managing reward for special groups; Chapter - 43: The gender pay gap; Section - ELEVEN: Employment relations; Chapter - 44: The basis of employment relations; Chapter - 45: The employment relationship; Chapter - 46: The psychological contract; Chapter - 47: The practice of industrial relations; Chapter - 48: Employee voice; Chapter - 49: Employee communications; Section - TWELVE: Employee wellbeing; Chapter - 50: The principles and practice of employee wellbeing; Chapter - 51: Health and safety; Section - THIRTEEN: HRM policies and practices and employment law; Chapter - 52: HR policies; Chapter - 53: HR procedures; Chapter - 54: HR information systems; Chapter - 55: Employment law; Section - FOURTEEN: People management skills; Chapter - 56: Strategic people management skills; Chapter - 57: Business skills; Chapter - 58: Problem-solving and decision-making skills; Chapter - 59: Analytical and critical skills; Chapter - 60: Research skills; Chapter - 61: Statistical skills; Chapter - 62: Selection interviewing skills; Chapter - 63: Job, role, competency and skills analysis; Chapter - 64: Learning and development skills; Chapter - 65: Negotiating skills; Chapter - 66: Change management; Chapter - 67: Influencing skills; Chapter - 68: Leadership skills; Chapter - 69: Handling people problems; Chapter - 70: Handling challenging conversations; Chapter - 71: Managing conflict; Chapter - 72: Political skills; Chapter - 73: Dealing with business issues from an HR perspective; Chapter - 74: Project management
