Armstrong's Handbook of Human Resource Management Practice

Michael Armstrong is a former chief examiner of the Chartered Institute of Personnel and Development (CIPD), Managing Partner of E-Reward and an independent management consultant. He has spent 25 years as an HR practitioner, including 12 as HR director of a publishing company. He has sold over 500,000 books on the subject of HRM, and is the author of a suite of several best-selling HR books, also published by Kogan Page. Stephen Taylor is a senior lecturer in Human Resource Management at the University of Exeter Business School and a chief examiner for the CIPD. Before his academic career he worked in a variety of management roles in the hotel industry and in the NHS. He is also a widely published author.

Section - ONE: The practice of human resource management;


Chapter - 01: The essence of human resource management (HRM);
Chapter - 02: Strategic HRM;
Chapter - 03: Delivering HRM – systems and roles;
Chapter - 04: HRM and performance;
Chapter - 05: Human capital management;
Chapter - 06: Knowledge management;
Chapter - 07: Competency-based HRM;
Chapter - 08: The ethical dimension of HRM;
Chapter - 09: Corporate social responsibility;


Section - TWO: People and organizations;


Chapter - 10: Organizational behaviour;
Chapter - 11: Work, organization and job design;
Chapter - 12: Organization development;


Section - THREE: Factors affecting employee behaviour;


Chapter - 13: Motivation;
Chapter - 14: Commitment;
Chapter - 15: Employee engagement;


Section - FOUR: People resourcing;


Chapter - 16: Strategic resourcing;
Chapter - 17: Workforce planning;
Chapter - 18: Recruitment and selection;
Chapter - 19: Resourcing practice;
Chapter - 20: Talent management;


Section - FIVE: Learning and development;


Chapter - 21: Strategic learning and development;
Chapter - 22: The process of learning and development;
Chapter - 23: The practice of learning and development;
Chapter - 24: Leadership and management development;


Section - SIX: Performance and reward;


Chapter - 25: Performance management;
Chapter - 26: Reward management – strategy and systems;
Chapter - 27: The practice of reward management;
Chapter - 28: Managing reward for special groups;


Section - SEVEN: Employee relations;


Chapter - 29: Strategic employee relations;
Chapter - 30: The employment relationship;
Chapter - 31: The psychological contract;
Chapter - 32: The practice of industrial relations;
Chapter - 33: Employee voice;
Chapter - 34: Employee communications;


Section - EIGHT: Employee well-being;


Chapter - 35: The practice of employee well-being;
Chapter - 36: Health and safety;


Section - NINE: International HRM;


Chapter - 37: The international HRM framework;
Chapter - 38: The practice of international HRM;
Chapter - 39: Managing expatriates;


Section - TEN: HRM policy and practice;


Chapter - 40: HR policies;
Chapter - 41: HR procedures;
Chapter - 42: HR information systems;
Chapter - 43: Employment law;


Section - ELEVEN: HR skills;


Chapter - 44: Strategic HRM skills;
Chapter - 45: Business skills;
Chapter - 46: Problem-solving skills;
Chapter - 47: Analytical and critical skills;
Chapter - 48: Research skills;
Chapter - 49: Statistical skills;
Chapter - 50: Selection interviewing skills;
Chapter - 51: Job, role and skills analysis and competency modelling;
Chapter - 52: Learning and development skills;
Chapter - 53: Negotiating skills;
Chapter - 54: Leading and facilitating change;
Chapter - 55: Leadership skills;
Chapter - 56: Influencing skills;
Chapter - 57: Handling people problems;
Chapter - 58: Managing conflict;
Chapter - 59: Political skills;


Section - TWELVE: HRM toolkits;


Chapter - 60: Strategic HRM toolkit;
Chapter - 61: Human capital management toolkit;
Chapter - 62: Organization design toolkit;
Chapter - 63: Organization development toolkit;
Chapter - 64: Employee engagement toolkit;
Chapter - 65: Workforce planning toolkit;
Chapter - 66: Talent management toolkit;
Chapter - 67: Planning and delivering learning events toolkit;
Chapter - 68: Performance management toolkit;
Chapter - 69: Strategic reward toolkit;
Chapter - 70: Total rewards toolkit;
Chapter - 71: Job evaluation toolkit;
Chapter - 72: Grade and pay structure design toolkit;
Chapter - 73: Attitude surveys toolkit