Michael Armstrong and Stephen Taylor present a clearly laid out and no nonsense book for all students of Human Resources and HR managers. The new Armstrong's Handbook of Human Resource Management Practice combines the classic textbook with free downloadable resources to provide a complete resource for understanding HR best practice. It includes in-depth coverage of all the key areas essential to the HR function such as Learning and development, Employee Relations, Employment Law?, Employee engagement, Performance and Reward. In addition it has two sections of toolkits with easily applicable skills and practice advice The 13th edition, introducing Stephen Taylor as co-author, has been updated throughout to reflect the latest thinking in Human Resource Management. It includes new information on employment law and a more detailed look at international concerns in HRM. Comprehensive online support material is provided for the instructor, student and now also the HR manager, providing a complete resource for teaching and self-learning.
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 - 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 - 20: Talent management;Chapter - 19: Resourcing practice;Chapter - 18: Recruitment and selection;Chapter - 17: Workforce planning;Chapter - 16: Strategic resourcing;Section - FOUR: People resourcing;Chapter - 15: Employee engagement;Chapter - 14: Commitment;Chapter - 13: Motivation;Section - THREE: Factors affecting employee behaviour;Chapter - 12: Organization development;Chapter - 11: Work, organization and job design;Chapter - 10: Organizational behaviour;Section - TWO: People and organizations;Chapter - 09: Corporate social responsibility;Chapter - 08: The ethical dimension of HRM;Chapter - 07: Competency-based HRM;Chapter - 06: Knowledge management;Chapter - 05: Human capital management;Chapter - 04: HRM and performance;Chapter - 03: Delivering HRM - systems and roles;Chapter - 02: Strategic HRM;Chapter - 01: The essence of human resource management (HRM);Section - ONE: The practice of human resource management;Chapter - 30: The employment relationship;Chapter - 31: The psychological contract;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 toolkitChapter - 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 - 51: Job, role and skills analysis and competency modelling;Chapter - 49: Statistical skills;Chapter - 50: Selection interviewing skills;
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- ID: 9780749469641
13th Revised edition
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