Armstrong's handbook of human resource management practice
著者
書誌事項
Armstrong's handbook of human resource management practice
Kogan Page, 2014
13th ed
大学図書館所蔵 全10件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
  スウェーデン
  ノルウェー
  アメリカ
注記
Includes bibliographical references and indexes
内容説明・目次
内容説明
Armstrong's Handbook of Human Resource Management Practice is the classic text for all students and practitioners of HRM. Providing a complete resource for understanding and implementing HR in relation to the needs of the business as a whole, it contains in-depth coverage of all the key areas essential to the HR function, including performance, reward, employee engagement and HR policy. This fully revised and updated thirteenth edition contains an entirely new part covering the increasingly important subject of international human resource management. Other new chapters have been added on rewarding special groups and on employment law, and the chapters on HRM, motivation and engagement have been completely revised.
Armstrong's Handbook of Human Resource Management Practice has also been brought up to date by reference to the findings of a number of significant research projects and other investigations of how HRM operates in practice. Comprehensive online support material for the instructor, student and practitioner is provided, offering a complete resource for teaching and self-learning. Online supporting resources include
lecture slides, an instructor's manual, a student's manual complete with multiple-choice practice questions and case studies and a glossary of terms.
目次
- Section - ONE: The practice of human resource management
- Chapter - 01: The essence of human resource management (HRM)
- Chapter - 02: Strategic HRM
- Chapter - 03: Delivering HRM - systems and roles
- Chapter - 04: HRM and performance
- Chapter - 05: Human capital management
- Chapter - 06: Knowledge management
- Chapter - 07: Competency-based HRM
- Chapter - 08: The ethical dimension of HRM
- Chapter - 09: Corporate social responsibility
- Section - TWO: People and organizations
- Chapter - 10: Organizational behaviour
- Chapter - 11: Work, organization and job design
- Chapter - 12: Organization development
- Section - THREE: Factors affecting employee behaviour
- Chapter - 13: Motivation
- Chapter - 14: Commitment
- Chapter - 15: Employee engagement
- Section - FOUR: People resourcing
- Chapter - 16: Strategic resourcing
- Chapter - 17: Workforce planning
- Chapter - 18: Recruitment and selection
- Chapter - 19: Resourcing practice
- Chapter - 20: Talent management
- 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 - 30: The employment relationship
- Chapter - 31: The psychological contract
- Chapter - 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 - 49: Statistical skills
- Chapter - 50: Selection interviewing skills
- Chapter - 51: Job, role and skills analysis and competency modelling
- 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 toolkit
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