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 twenty-one languages. He is managing partner of E-Reward. Prior to this he was a chief examiner of the Chartered Institute of Personnel and Development (CIPD). 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.

Chapter - 20: Commitment;
Chapter - 21: Employee Engagement;


Section - SIX: People Resourcing;


Chapter - 22: Strategic Resourcing;
Chapter - 23: Workforce Planning;
Chapter - 24: Recruitment and Selection;
Chapter - 25: Talent Management;
Chapter - 26: Introduction to the Organization;
Chapter - 27: Release from the Organization;
Chapter - 28: Managing Employee Retention;
Chapter - 29: Absence Management;
Chapter - 30: Managing Diversity and Inclusion;
Chapter - 31: Managing Flexibility;


Section - SEVEN: Learning and Development;


Chapter - 32: Strategic Learning and Development;
Chapter - 33: How People Learn;
Chapter - 34: The Process of Learning and Development;
Chapter - 35: Workplace Learning;
Chapter - 36: Social Learning;
Chapter - 37: E-Learning;
Chapter - 38: Training;
Chapter - 39: Leadership and Management Development;
Chapter - 40: The Role of the Learning and Development Function;


Section - EIGHT: Performance Management;


Chapter - 41: Performance Management Fundamentals;
Chapter - 42: The Process of Performance Management;


Section - NINE: Rewarding People;


Chapter - 43: Reward Management;
Chapter - 44: Market Pricing;
Chapter - 45: Job Evaluation;
Chapter - 46: Grade and Pay Structures;
Chapter - 47: Contingent Pay;
Chapter - 48: Managing Reward for Special Groups;
Chapter - 19: Motivation;


Section - FIVE: Factors Influencing Employee Behaviour;


Chapter - 18: Organization Development;
Chapter - 17: Work, Organization and Job Design;
Chapter - 16: Organizational Behaviour;


Section - FOUR: People and Organizations;


Chapter - 15: Corporate Social Responsibility;
Chapter - 14: The Ethical Dimension of HRM;
Chapter - 13: Competency-Based HRM;
Chapter - 12: Knowledge Management;
Chapter - 11: HR Analytics;
Chapter - 10: HR Procedures;
Chapter - 09: HR Policies;
Chapter - 08: HR Strategies;


Section - THREE: Human Resource Management Processes;


Chapter - 07: HRM and Performance;
Chapter - 06: The Role of HR Professionals;
Chapter - 05: The Role of the HR Function;
Chapter - 04: HR Architecture – The HR System;


Section - TWO: Delivering HRM;


Chapter - 03: Strategic HRM;
Chapter - 02: Human Capital Management;
Chapter - 01: Human Resource Management (HRM);


Section - ONE: Fundamentals of Human Resource Management


Chapter - 49: Managing Reward Systems;


Section - TEN: Employee Relations;


Chapter - 50: The Basis of Employee Relations;
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 - ELEVEN: Employee Well-Being;


Chapter - 56: The Practice of Employee Well-Being;
Chapter - 57: Health and Safety;


Section - TWELVE: International HRM;


Chapter - 58: The International HRM Framework;
Chapter - 59: The Practice of International HRM;
Chapter - 60: Managing Expatriates;


Section - THIRTEEN: HRM Practices;


Chapter - 61: HR Information Systems;
Chapter - 62: Employment Law;


Section - FOURTEEN: HR Skills;


Chapter - 63: Strategic HRM Skills;
Chapter - 64: Business Skills;
Chapter - 65: Problem-Solving Skills;
Chapter - 66: Analytical and Critical Skills;
Chapter - 67: Research Skills;
Chapter - 68: Statistical Skills;
Chapter - 69: Selection Interviewing Skills;
Chapter - 70: Job, Role and Skills Analysis and Competency Modelling;
Chapter - 71: Learning and Development Skills;
Chapter - 72: Negotiating Skills;
Chapter - 73: Leading and Facilitating Change;
Chapter - 74: Leadership Skills;
Chapter - 75: Influencing Skills;
Chapter - 76: Handling People Problems;
Chapter - 77: Handling Challenging Conversations;
Chapter - 78: Managing Conflict;
Chapter - 79: Political Skills;
Chapter - 80: Investigating a Business Issue from an HR Perspective