A Handbook of Human Resource Management Practice

Revised and updated for the eighth edition, this handbook covers all aspects of human resources management, including sections on: employee resourcing, performance management, organizational behaviour and training techniques.
Michael Armstrong

Short Description

Revised and updated for the eighth edition, this handbook covers all aspects of human resources management, including sections on: employee resourcing, performance management, organizational behaviour and training techniques.

Long description

This eighth edition of this work has been fully updated to take account of the latest developments in HRM. Detailing every aspect of the human resource function, the comprehensive handbook considers the function in relation to the needs of the business as a whole. Recognizing HRM as a strategic process, Michael Armstrong offers clear, practical advice on how companies can maximize the effectiveness of the HRM function and ensure that it makes a major contribution to organizational success. Covering a wide range of topics, this new edition is packed with essential information on HRM theory and best practice, and offers a fresh view of areas such as: the role of the HR practitioner; international HRM; motivation and commitment; organizational culture; the employee relationship; job design and role building; strategic HRM; recruitment and selection; psychological testing; learning and development; performance management; reward management; health, safety and welfare; employment and HR services. The handbook is intended for students taking a Master's degree in HRM as well as CIPD students. This edition features considerable revisions to areas such as: recruitment on the Internet; computerized HR data systems and employee relations; emotional intelligence; job evaluation; contingent pay and pay structures (including the latest CIPD research).

Product details

Michael Armstrong
Kogan Page
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Table of Contents:
  • List of figures List of tables About the author Foreword PART I THE FOUNDATIONS OF HUMAN RESOURCE MANAGEMENT Human resource management Human resource management defined Aims of HRM Versions of HRM The development of the HRM concept Models of HRM Further developments in the concept of HRM Assimilation of HRM Reservations about HRM HRM and personnel management Reactions to HRM Key HRM activities HRM in context Conclusions Strategic human resource management Strategic HRM defined Aims of strategic HRM The rationale for strategic HRM Resource
  • based strategic HRM Approaches to strategic HRM Limitations to the concept of strategic HRM Formulating HR strategies Implementing HR strategies Intellectual capital
  • the theory and its practical implications Intellectual capital defined The significance of intellectual capital Human capital Social capital Organizational capital Practical implications of intellectual capital theory Human capital theory and HR practices Practical implications of social capital theory Practical implications of organizational capital theory Conclusions PART II THE PRACTICE OF HUMAN RESOURCE MANAGEMENT Role of the HR function Overall role of the HR function Variations in the role of the HR function Changes in the scope of the function Integrating the HR contribution Organizing the HR function Shared HR services The respective roles of HR and line management Marketing the HR function Preparing, justifying and protecting the HR budget Outsourcing HR work Using management consultants Role of the HR practitioner What is expected from HR professionals Activities Gaining support and commitment Roles Models of HR management roles Ambiguities in the role of HR practitioners Conflict in the HR contribution Ethical considerations Professionalism in human resource management Competence in HR management HR professionals as 'thinking performers' The contribution of the HR function Contribution to added value Contribution to competitive advantage The impact of HRM on business performance Evaluating the HR function Approaches to evaluation Overall methods of evaluation Types of performance measures Evaluation criteria Practical methods of evaluation Preferred approach Auditing the HR function International human resource management International human resource management defined The challenge of international human resource management Characteristics of international human resource management The context of international human resource management HR policies Employment policies Recruitment and selection Career planning International employee development Managing expatriates Realistic previews PART III ORGANIZATIONAL BEHAVIOUR Characteristics of people Individual differences Attitudes Influences on behaviour at work Attribution theory
  • how we make judgements about people Orientation to work Roles Implications for HR specialists Motivation The process of motivation Types of motivation Motivation theory Instrumentality theory Content (needs) theory Process theory Herzberg's two
  • factor model Summary of motivation theories The relationship between motivation and performance Motivation and money Motivation strategies Commitment The meaning of commitment The significance of commitment Problems with the concept of commitment Commitment and mutuality Developing a commitment strategy The contribution of HR to developing commitment How organizations function Basic considerations Organization theories Organization structure Types of organization Organizational processes Organizational culture Definitions The significance of culture How organizational culture develops The diversity of culture The components of culture Classifying organizational culture Assessing organizational culture Measuring organizational climate Appropriat

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