CiNii 図書 - Armstrong's handbook of human resource management practice

Armstrong's Handbook of Human Resource Management Practice is the bestselling and definitive resource for HRM students and professionals, which helps readers to understand and implement HR in relation to the needs of the business. This book covers in-depth all of the areas essential to the HR function such as employment law, employee relations, learning and development, performance management and reward, as well as the HR skills needed to ensure professional success, including leadership, managing conflict, interviewing and using statistics. Illustrated throughout in full colour and with a range of pedagogical features to consolidate learning (e.g. source review boxes, key learning points, summaries and case studies from international organizations such as IBM, HSBC and Johnson and Johnson), this fully updated 15th edition includes new chapters on the HRM role of line managers, evidence-based HRM, e-HRM and the gender pay gap, further case studies and updated content covering the latest research and developments. Armstrong's Handbook of Human Resource Management Practice is aligned with the Chartered Institute of Personnel and Development (CIPD) profession map and standards and is suited to both professionals and students of both undergraduate degrees and the CIPD's level 5 and 7 professional qualifications. Online supporting resources include comprehensive handbooks for lecturers and students, lecture slides, all figures and tables, toolkits, and a literature review, glossary and bibliography.

Section - ONE: Fundamentals of human resource management
Chapter - 01: Human resource management
Chapter - 02: Strategic HRM
Chapter - 03: HR strategy
Chapter - 04: Human capital management
Chapter - 05: The context of HRM
Chapter - 06: HRM and performance
Chapter - 07: International HRM
Section - TWO: Delivering HRM
Chapter - 08: The role of the HR function
Chapter - 09: The role of HR professionals
Chapter - 10: The HRM role of line managers
Section - THREE: Human resource management processes
Chapter - 11: Evidence-based HRM
Chapter - 12: HR analytics
Chapter - 13: e-HRM
Chapter - 14: Artificial intelligence and HRM
Chapter - 15: Knowledge management
Chapter - 16: Competency-based HRM
Chapter - 17: The ethical dimension of HRM
Chapter - 18: Corporate social responsibility
Section - FOUR: Organization
Chapter - 19: Organizational behaviour
Chapter - 20: Organization design
Chapter - 21: Work design
Chapter - 22: Job design
Chapter - 23: Organization development
Section - FIVE: Factors affecting the behaviour of people at work
Chapter - 24: Motivation
Chapter - 25: Commitment
Chapter - 26: Employee engagement
Section - SIX: People resourcing
Chapter - 27: Workforce planning
Chapter - 28: Recruitment and selection
Chapter - 29: Talent management
Section - SEVEN: Employment practices
Chapter - 30: Managing employment
Chapter - 31: Managing diversity and inclusion
Chapter - 32: Managing flexibility
Section - EIGHT: Learning and development
Chapter - 33: The basis of learning and development
Chapter - 34: The process of learning and development
Chapter - 35: Learning and development practices
Chapter - 36: Leadership and management development
Section - NINE: Performance management
Chapter - 37: The concept of performance management
Chapter - 38: Performance management systems
Chapter - 39: Reinventing performance management
Section - TEN: Reward management
Chapter - 40: The basis of reward management
Chapter - 41: The practice of reward management
Chapter - 42: Managing reward for special groups
Chapter - 43: The gender pay gap
Section - ELEVEN: Employment relations
Chapter - 44: The basis of employment relations
Chapter - 45: The employment relationship
Chapter - 46: The psychological contract
Chapter - 47: The practice of industrial relations
Chapter - 48: Employee voice
Chapter - 49: Employee communications
Section - TWELVE: Employee wellbeing
Chapter - 50: The principles and practice of employee wellbeing
Chapter - 51: Health and safety
Section - THIRTEEN: HRM policies and practices and employment law
Chapter - 52: HR policies
Chapter - 53: HR procedures
Chapter - 54: HR information systems
Chapter - 55: Employment law
Section - FOURTEEN: People management skills
Chapter - 56: Strategic people management skills
Chapter - 57: Business skills
Chapter - 58: Problem-solving and decision-making skills
Chapter - 59: Analytical and critical skills
Chapter - 60: Research skills
Chapter - 61: Statistical skills
Chapter - 62: Selection interviewing skills
Chapter - 63: Job, role, competency and skills analysis
Chapter - 64: Learning and development skills
Chapter - 65: Negotiating skills
Chapter - 66: Change management
Chapter - 67: Influencing skills
Chapter - 68: Leadership skills
Chapter - 69: Handling people problems
Chapter - 70: Handling challenging conversations
Chapter - 71: Managing conflict
Chapter - 72: Political skills
Chapter - 73: Dealing with business issues from an HR perspective
Chapter - 74: Project management

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Armstrong's handbook of human resource management practice

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