Armstrong's Handbook of Human Resource Management Practice is the definitive resource for HRM students and professionals, to understand and implement all things HR. This book is suited to both professionals and students of undergraduate and postgraduate degrees, providing detailed coverage of all areas essential to the HR function such as employment law, employee relations, learning and development, performance management and reward management. It also covers the HR skills needed to ensure professional success and development, including leadership, managing conflict, interviewing and using…mehr
Armstrong's Handbook of Human Resource Management Practice is the definitive resource for HRM students and professionals, to understand and implement all things HR. This book is suited to both professionals and students of undergraduate and postgraduate degrees, providing detailed coverage of all areas essential to the HR function such as employment law, employee relations, learning and development, performance management and reward management. It also covers the HR skills needed to ensure professional success and development, including leadership, managing conflict, interviewing and using statistics. Illustrated in colour throughout, readers will find a range of pedagogical features to consolidate learning such as source review boxes, key learning points and real world examples from international organizations such as IBM, HSBC and Johnson and Johnson. This fully updated 17th edition includes new material on: - Artificial Intelligence - Systems thinking - Communication skills - Necessary hard and soft skills in HRM practices Updates are included throughout to reflect the changes within the realm of HR, such as talent management, hybrid working and employee wellbeing. It is aligned with the Chartered Institute of Personnel and Development (CIPD) profession map so can be used by those studying Level 5 and Level 7 qualifications. Online supporting resources include comprehensive handbooks for lecturers and students, lecture slides, toolkits, and a literature review, glossary and bibliography.
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: AI in 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: Ability, motivation and opportunity; 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: Skill based Recruitment; Chapter 29: Talent Management; Section EIGHT: Employment practices; Chapter 30: The employee experience; Chapter 31: Managing employment; Chapter 32: Managing diversity and inclusion; Chapter 33: Managing flexibility; Chapter 34: Managing home and hybrid working; Section NINE: Learning and development; Chapter 35: The basis of learning and development; Chapter 36: Strategic learning and development; Chapter 37: Organisational learning and the learning organization; Chapter 38: Individual learning; Chapter 39: The practice of learning and development; Chapter 40: The practice of learning and development; Chapter 41: Leadership and management development; Section TEN: Performance management; Chapter 42: The basis of performance management; Chapter 43: Performance management; Chapter 44: Performance leadership; Section ELEVEN: Reward management; Chapter 45: The bases of reward management; Chapter 46: Reward strategy; Chapter 47: The practice of reward management; Chapter 48: Managing reward for special groups; Chapter 49: Reducing the gender pay gap; Section TWELVE: Employment relations; Chapter 50: The basis of employment relations; Chapter 51: Employment relations strategy; Chapter 52: The employment relationship; Chapter 53: The psychological contract; Chapter 54: The practice of industrial relations; Chapter 55: Employee voice; Chapter 56: Employee communications; Section THIRTEEN: Employee wellbeing; Chapter 57: Principles and practice of employee wellbeing; Chapter 58: Health and Safety; Section FOURTEEN: HR practices; Chapter 59: HR policies; Chapter 60: HR procedures; Chapter 61: Dealing with the legal aspects of employment; Section FIFTEEN: International HRM; Chapter 62: The basis of international HRM; Chapter 63: The practice of international HRM; Chapter 64: Managing expatriates; Section SIXTEEN: People management skills and competencies; Chapter 65: Strategic people management skills; Chapter 66: Business skills; Chapter 67: Dealing with business issues from an HR perspective; Chapter 68: Problem solving and decision making; Chapter 69: Analytical and critical skills; Chapter 70: Research skills; Chapter 71: Statistical skills; Chapter 72: Selection interviewing skills; Chapter 73: Job, role and skills analysis and competency modelling; Chapter 74: Learning and development skills; Chapter 75: Negotiating skills; Chapter 76: Change management; Chapter 77: Influencing skills; Chapter 78: Leadership; Chapter 79: Handling people problems; Chapter 80: Handling challenging conversations; Chapter 81: Managing conflict; Chapter 82: Recruitment based skills; Chapter 83: Political skills; Chapter 84: Project management; Section SEVENTEEN: Conclusion; Chapter 85: Trends in HRM
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: AI in 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: Ability, motivation and opportunity; 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: Skill based Recruitment; Chapter 29: Talent Management; Section EIGHT: Employment practices; Chapter 30: The employee experience; Chapter 31: Managing employment; Chapter 32: Managing diversity and inclusion; Chapter 33: Managing flexibility; Chapter 34: Managing home and hybrid working; Section NINE: Learning and development; Chapter 35: The basis of learning and development; Chapter 36: Strategic learning and development; Chapter 37: Organisational learning and the learning organization; Chapter 38: Individual learning; Chapter 39: The practice of learning and development; Chapter 40: The practice of learning and development; Chapter 41: Leadership and management development; Section TEN: Performance management; Chapter 42: The basis of performance management; Chapter 43: Performance management; Chapter 44: Performance leadership; Section ELEVEN: Reward management; Chapter 45: The bases of reward management; Chapter 46: Reward strategy; Chapter 47: The practice of reward management; Chapter 48: Managing reward for special groups; Chapter 49: Reducing the gender pay gap; Section TWELVE: Employment relations; Chapter 50: The basis of employment relations; Chapter 51: Employment relations strategy; Chapter 52: The employment relationship; Chapter 53: The psychological contract; Chapter 54: The practice of industrial relations; Chapter 55: Employee voice; Chapter 56: Employee communications; Section THIRTEEN: Employee wellbeing; Chapter 57: Principles and practice of employee wellbeing; Chapter 58: Health and Safety; Section FOURTEEN: HR practices; Chapter 59: HR policies; Chapter 60: HR procedures; Chapter 61: Dealing with the legal aspects of employment; Section FIFTEEN: International HRM; Chapter 62: The basis of international HRM; Chapter 63: The practice of international HRM; Chapter 64: Managing expatriates; Section SIXTEEN: People management skills and competencies; Chapter 65: Strategic people management skills; Chapter 66: Business skills; Chapter 67: Dealing with business issues from an HR perspective; Chapter 68: Problem solving and decision making; Chapter 69: Analytical and critical skills; Chapter 70: Research skills; Chapter 71: Statistical skills; Chapter 72: Selection interviewing skills; Chapter 73: Job, role and skills analysis and competency modelling; Chapter 74: Learning and development skills; Chapter 75: Negotiating skills; Chapter 76: Change management; Chapter 77: Influencing skills; Chapter 78: Leadership; Chapter 79: Handling people problems; Chapter 80: Handling challenging conversations; Chapter 81: Managing conflict; Chapter 82: Recruitment based skills; Chapter 83: Political skills; Chapter 84: Project management; Section SEVENTEEN: Conclusion; Chapter 85: Trends in HRM
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