Armstrong's Handbook of Human Resource Management Practice

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.

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