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A fully updated and revised tenth edition of this classic, best selling textbook. It remains the primary text for all students studying HRM - both undergraduate and postgraduate, as well as for students of the Chartered Institute of Personnel and Development (CIPD) diploma. The Handbook also continues to be an essential reference source for all managers concerned with personnel and HRM issues. This new edition of A Handbook of Human Resource Management Practice contains a number of significant additions and revisions including substantial revisions to seventeen chapters and new chapters on: Human Capital Management, the Role of the Front Line Manager; HR Strategies; Developing and Implementing HR Strategies and Learning and Development. The new edition also contains updated material based on recent developments in HRM policy and practice and a wide range of surveys and research projects conducted by professional associations and research bodies.

Tabla de contenidos provista por Syndetics

• Part I managing People
• 1 Human resource management 3
• Human resource management defined 3
• Human resource system 4
• Models of HRM 5
• Aims of HRM 8
• Policy goals of HRM 10
• Characteristics of HRM 11
• Reservations about HRM 15
• HRM and personnel management 18
• How HR impacts on organizational performance 20
• HRM in context 24
• 2 Human capital management 29
• Human capital management defined 29
• Human capital management and human resource management 30
• The concept of human capital 33
• Human capital management: practice and strategy 36
• Human capital measurement 37
• Human capital reporting 47
• 3 Role of the HR function 53
• The overall role of the HR function 54
• The role of HR in facilitating and managing change 54
• Variations in the practice of HR 56
• Organizing the HR function 57
• Marketing the HR function 59
• Preparing, justifying and protecting the HR budget 60
• Outsourcing HR work 61
• Shared HR services 63
• Using management consultants 64
• Evaluating the HR function 66
• 4 The role of the HR practitioner 71
• The basic roles 71
• Models of the practitioners of HR 76
• Gaining support and commitment 81
• Ethical considerations 84
• Professionalism in HRM 85
• Ambiguities in the role of HR practitioners 87
• Conflict in the HR contribution 88
• The competencies required by HR professionals 89
• 5 Role of the front-line manager 93
• The basic role 93
• The line manager and people management 94
• The respective roles of HR and line management 95
• The line manager's role in implementing HR policies 97
• How to improve front-line managers as people managers 98
• 6 International HRM 99
• International HRM defined 99
• Issues in international HRM 99
• International organizational models 100
• Convergence and divergence 101
• Cultural diversity 102
• Think globally and act locally 104
• International HR policies 104
• Managing expatriates 104
• Part II Human Resource Management Processes
• 7 Strategic HRM 113
• The concept of strategy 113
• Strategic HRM defined 115
• Aims of strategic HRM 116
• Approaches to strategic HRM 117
• Implementing strategic HRM 121
• 8 HR strategies 123
• HR strategies defined 123
• Purpose 124
• The distinction between strategic HRM and HR strategies 124
• Types of HR strategies 124
• Criteria for an effective HR strategy 129
• 9 Developing and implementing HR strategies 131
• Propositions about the development process 132
• Levels of strategic decision-making 132
• Strategic options and choices 133
• Approaches to HR strategy development 134
• Methodology for strategy development 140
• Conducting a strategic review 141
• Setting out the strategy 143
• Implementing HR strategies 143
• 10 HRM policies 147
• What human resource policies are 147
• Why have HR policies 147
• Do policies need to be formalized? 148
• HR policy areas 148
• Formulating HR policies 156
• Implementing HR policies 157
• 11 Competency-based HRM 159
• Types of competencies 160
• Competency frameworks 161
• Reasons for using competencies 163
• Coverage of competencies 164
• Use of competencies 165
• Developing a competency framework 167
• Defining technical competencies 169
• Keys to success in using competencies 169
• Emotional intelligence 170
• 12 Knowledge management 173
• Knowledge management defined 174
• The concept of knowledge 175
• The purpose and significance of knowledge management 17

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PART I MANAGING PEOPLE 1 Human resource management 3 Human resource management defined 3; Human resource system 4; Models of HRM 5; Aims of HRM 8; Policy goals of HRM 10; Characteristics of HRM 11; Reservations about HRM 15; HRM and personnel management 18; How HR impacts on organizational performance 20; HRM in context 24 2 Human capital management 29 Human capital management defined 29; Human capital management and human resource management 30; The concept of human capital 33; Human capital management: practice and strategy 36; Human capital measurement 37; Human capital reporting 47 3 Role of the HR function 53 The overall role of the HR function 54; The role of HR in facilitating and managing change 54; Variations in the practice of HR 56; Organizing the HR function 57; Marketing the HR function 59; Preparing, justifying and protecting the HR budget 60; Outsourcing HR work 61; Shared HR services 63; Using management consultants 64; Evaluating the HR function 66 4 The role of the HR practitioner 71 The basic roles 71; Models of the practitioners of HR 76; Gaining support and commitment 81; Ethical considerations 84; Professionalism in HRM 85; Ambiguities in the role of HR practitioners 87; Conflict in the HR contribution 88; The competencies required by HR professionals 89 5 Role of the front-line manager 93 The basic role 93; The line manager and people management 94; The respective roles of HR and line management 95; The line manager's role in implementing HR policies 97; How to improve front-line managers as people managers 98 6 International HRM 99 International HRM defined 99; Issues in international HRM 99; International organizational models 100; Convergence and divergence 101; Cultural diversity 102; Think globally and act locally 104; International HR policies 104; Managing expatriates 104 PART II HUMAN RESOURCE MANAGEMENT PROCESSES 7 Strategic HRM 113 The concept of strategy 113; Strategic HRM defined 115; Aims of strategic HRM 116; Approaches to strategic HRM 117; Implementing strategic HRM 121 8 HR strategies 123 HR strategies defined 123; Purpose 124; The distinction between strategic HRM and HR strategies 124; Types of HR strategies 124; Criteria for an effective HR strategy 129 9 Developing and implementing HR strategies 131 Propositions about the development process 132; Levels of strategic decision-making 132; Strategic options and choices 133; Approaches to HR strategy development 134; Methodology for strategy development 140; Conducting a strategic review 141; Setting out the strategy 143; Implementing HR strategies 143 10 HRM policies 147 What human resource policies are 147; Why have HR policies 147; Do policies need to be formalized? 148; HR policy areas 148; Formulating HR policies 156; Implementing HR policies 157 11 Competency-based HRM 159 Types of competencies 160; Competency frameworks 161; Reasons for using competencies 163; Coverage of competencies 164; Use of competencies 165; Developing a competency framework 167; Defining technical competencies 169; Keys to success in using competencies 169; Emotional intelligence 170 12 Knowledge management 173 Knowledge management defined 174; The concept of knowledge 175; The purpose and significance of knowledge management 176; Approaches to knowledge management 176; Knowledge management systems 178; Knowledge management issues 178; The contribution of HR to knowledge management 180 13 Analysing roles, competencies and skills 181 Role analysis 187; Competency analysis 193; Skills analysis 198 PART III WORK AND EMPLOYMENT 14 The nature of work 205 What is work? 205; Theories about work 206; Organizational factors affecting work 208; Changing patterns of work 210; Unemployment 212; Attitudes to work 212; Job-related well-being 212 15 The employment relationship 215 The employment relationship defined 215; Nature of the employment relationship 215; Basis of the employment relationship 217; Defining the employment relationship 217; Significance of the employment relationship concept 218; Changes in the employment relationship 218; Managing the employment relationship 218; Trust and the employment relationship 220 16 The psychological contract 225 The psychological contract defined 225; The significance of the psychological contract 227; The nature of the psychological contract 228; How psychological contracts develop 229; The changing nature of the psychological contract 231; The state of the psychological contract 233; Developing and maintaining a positive psychological contract 234; The state of the psychological contract 2004 235 PART IV ORGANIZATIONAL BEHAVIOUR 17 Characteristics of people 239 Individual differences 239; Attitudes 244; Influences on behaviour at work 244; Attribution theory - how we make judgements about people 245; Orientation to work 246; Roles 247; Implications for HR specialists 248 18 Motivation 251 The process of motivation 252; Types of motivation 253; Motivation theory 254; Instrumentality theory 254; Content (needs) theory 255; Process theory 258; Herzberg's two-factor model 262; The relationship between motivation, job satisfaction and money 263; Job satisfaction 264; Motivation and money 267; Motivation strategies 268 19 Organizational commitment and engagement 271 The concepts of commitment and engagement 271; Organizational commitment 273; Influences on commitment and employee satisfaction 279; Engagement 281 20 How organizations function 283 Basic considerations 283; Organization theories 283; Organization structure 288; Types of organization 289; Organizational processes 292 21 Organizational culture 303 Definitions 303; The significance of culture 305; How organizational culture develops 306; The diversity of culture 306; The components of culture 307; Classifying organizational culture 309; Assessing organizational culture 311; Measuring organizational climate 312; Appropriate cultures 313; Supporting and changing cultures 314 PART V ORGANIZATION, DESIGN AND DEVELOPMENT 22 Organization design 319 The process of organizing 319; Aim 320; Conducting organization reviews 321; Organization analysis 321; Organization diagnosis 322; Organization planning 324; Responsibility for organization design 325 23 Job design and role development 327 Jobs and roles 327; Factors affecting job design 328; Job design 330; Job enrichment 332; Self-managing teams 333; High-performance work design 334; Role development 334 24 Organizational development, change and transformation 337 What is organizational development? 337; Organization development 338; Change management 343; Organizational transformation 352; Development and change processes 355 PART VI PEOPLE RESOURCING People resourcing defined 359; People resourcing and HRM 359;Plan 361 25 Human resource planning 363 The role of human resource planning 363; Aims of human resource planning 368; The process of human resource planning 368; Resourcing strategy 371; Scenario planning 372; Estimating future human resource requirements 373; Labour turnover 375; Action planning 382; The contribution of HR to human resource planning 388 26 Talent management 389 Talent management defined 390; The elements of talent management 390; Creating a great place to work 394; Attraction strategies 395; Retention strategies 397; Career management 399; Talent management for knowledge workers 407; Talent management in practice 407 27 Recruitment and selection 409 The recruitment and selection process 409; Defining requirements 409; Attracting can Excerpted from A Handbook of Human Resource Management Practice by Michael Armstrong All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.

Notas de autor provistas por Syndetics

Michael Armstrong is a fellow of the CIPD and former Chief Examiner and an internationally respected writer on management topics. His publications for Kogan Page include Performance Management, Reward Management, Human Resource Management: Strategy and Action, Handbook of Mangement and Leadership, Handbook of Employee Reward and How to be an Even Better Manager.