Armstrong's handbook of human resource management practice
By: Armstrong, Michael
Title By: Taylor, Stephen
Material type:
BookPublisher: London : KoganPage, 2017.Edition: 14th ed.Description: xxxii, 738 p. : ill. ; 25 cm.ISBN: 9780749474119Other title: Handbook of human resource management practice.Subject(s): Personnel management, -- Handbooks, manuals, etcDDC classification: 658.3 AR AR | Item type | Home library | Call number | Status | Date due | Barcode | Item holds |
|---|---|---|---|---|---|---|
| REGULAR | University of Wollongong in Dubai Main Collection | 658.3 AR AR (Browse shelf) | Available | T0055953 |
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| 658.3 AR AR Armstrong's handbook of human resource management practice / | 658.3 AR AR Armstrong's handbook of management and leadership for HR : | 658.3 AR AR Armstrong's handbook of management and leadership for HR : | 658.3 AR AR Armstrong's handbook of human resource management practice | 658.3 AR HA A handbook of human resource management practice / | 658.3 AR ST Strategic human resource management : a guide to action / | 658.3 AR ST Strategic HRM : |
Revised edition of the author's Armstrong's handbook of human resource management practice, 2014.
Section - 01: Fundamentals of human resource managementChapter - 01: Human resource management (HRM)Chapter - 02: Human capital managementChapter - 03: Strategic HRMSection - 02: Delivering HRMChapter - 04: HR architecture - the HR systemChapter - 05: The role of the HR functionChapter - 06: The role of HR professionalsChapter - 07: HRM and performanceSection - 03: Human resource management processesChapter - 08: HR strategiesChapter - 09: HR policiesChapter - 10: HR proceduresChapter - 11: HR analyticsChapter - 12: Knowledge managementChapter - 13: Competency-based HRMChapter - 14: The ethical dimension of HRMChapter - 15: Corporate social responsibilitySection - 04: People and organizationsChapter - 16: Organizational behaviourChapter - 17: Work, organization and job designChapter - 18: Organization developmentSection - 05: Factors influencing employee behaviourChapter - 19: MotivationChapter - 20: CommitmentChapter - 21: Employee engagementSection - 06: People resourcingChapter - 22: Strategic resourcingChapter - 23: Workforce planningChapter - 24: Recruitment and selectionChapter - 25: Talent managementChapter - 26: Introduction to the organizationChapter - 27: Release from the organizationChapter - 28: Managing employee retentionChapter - 29: Absence managementChapter - 30: Managing diversity and inclusionChapter - 31: Managing flexibilitySection - 07: Learning and developmentChapter - 32: Strategic learning and developmentChapter - 33: How people learnChapter - 34: The process of learning and developmentChapter - 35: Workplace learningChapter - 36: Social learningChapter - 37: E-learningChapter - 38: TrainingChapter - 39: Leadership and management developmentChapter - 40: The role of the learning and development functionSection - 08: Performance managementChapter - 41: Performance management fundamentalsChapter - 42: The process of performance managementSection - 09: Rewarding peopleChapter - 43: Reward managementChapter - 44: Market pricingChapter - 45: Job evaluationChapter - 46: Grade and pay structuresChapter - 47: Contingent payChapter - 48: Managing reward for special groupsChapter - 49: Managing reward systemsSection - 10: Employee relationsChapter - 50: The basis of employee relationsChapter - 51: The employment relationshipChapter - 52: The psychological contractChapter - 53: The practice of industrial relationsChapter - 54: Employee voiceChapter - 55: Employee communicationsSection - 11: Employee well-beingChapter - 56: The practice of employee well-beingChapter - 57: Health and safetySection - 12: International HRMChapter - 58: The international HRM frameworkChapter - 59: The practice of international HRMChapter - 60: Managing expatriatesSection - 13: HRM PracticesChapter - 61: HR information systemsChapter - 62: Employment lawSection - 14: HR skillsChapter - 63: Strategic HRM skillsChapter - 64: Business skillsChapter - 65: Problem-solving skillsChapter - 66: Analytical and critical skillsChapter - 67: Research skillsChapter - 68: Statistical skillsChapter - 69: Selection interviewing skillsChapter - 70: Job, role and skills analysis and competency modellingChapter - 71: Learning and development skillsChapter - 72: Negotiating skillsChapter - 73: Leading and facilitating changeChapter - 74: Leadership skillsChapter - 75: Influencing skillsChapter - 76: Handling people problemsChapter - 77: Handling challenging conversationsChapter - 78: Managing conflictChapter - 79: Political skillsChapter - 80: Investigating a business issue from an HR perspective.
This bestselling textbook covers everything you need to know about HRM, whether you're a student building your knowledge or an HR manager looking for best practice tools to enhance your performance.