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• Cover
• Praise for Armstrong’s Handbook of Human Resource Management Practice
• Also available by Michael Armstrong
• Armstrong’s Handbook of Human Resource Management Practice
• Dedication
• Contents in brief
• Contents
• List of figures
• List of tables
• Preface
• PART I Fundamentals of human resource management
• 01 Human resource management
• Introduction
• HRM: meaning and issues
• The development of the HRM concept
• HRM philosophy
• The goals of HRM
• HRM standards
• The theoretical base of HRM
• Models of HRM
• Perspectives on HRM
• The HR system
• The impact of HRM
• HRM – today
• HRM – the future
• The concept of people management
• References
• 02 Strategic HRM
• Introduction
• The nature of strategic human resource management
• Strategic fit
• The resource-based view of SHRM
• Critical evaluation of the concept of SHRM
• References
• 03 HR strategy
• Introduction
• The nature of HR strategy
• Approaches to the formulation of HR strategy
• Developing HR strategy
• Implementing HR strategy
• References
• 04 Human capital management
• Introduction
• Human capital management defined
• The concept of human capital
• The constituents of human capital
• Measuring human capital
• Approaches to people management raised by human capital theory
• References
• 05 The context of HRM
• Introduction
• Environmental factors
• What’s happening to work?
• The labour market
• References
• 06 HRM and performance
• Introduction
• Measuring organizational performance
• The impact of HRM
• How HRM makes an impact
• The contribution of HR
• The development of high-performance working
• High-performance work systems
• References
• 07 International HRM
• Introduction
• The international scene
• International HRM strategies
• Contextual factors
• Convergence and divergence
• The practice of international HRM
• Global approaches to talent management
• Managing expatriates
• International HRM policies
• References
• PART II Delivering HRM
• 08 The role of the HR function
• Introduction
• The overall contribution of HR
• The contribution of the HR function to the achievement of competitive advantage
• The role and organization of the HR function
• Outsourcing HR work
• Power of the HR function
• The reputation of the HR function
• Evaluating the HR function
• The role of HR in small- and medium-sized organizations (SMEs)
• References
• 09 The role of HR professionals
• Introduction
• The overall role of the HR professional
• The Ulrich model
• The strategic role of the HR professional
• The HR business partner role
• The partnership role of HR professionals
• The innovation role
• The change agent role
• The service delivery role
• HR professionals: role requirements
• Carrying out the role of the HR professional
• References
• 10 The HRM role of line managers
• Introduction
• The people management role of line managers
• How well does devolution of HR responsibilities to line managers work?
• Factors affecting the quality of the implementation of HRM by line managers
• Dealing with the issues
• References
• PART III Human resource management processes
• 11 Evidence-based HRM
• Introduction
• Evidence-based HRM defined
• Evidence-based management
• The approach to evidence-based HRM
• References
• 12 HR analytics
• Introduction
• HR analytics defined
• The purpose of HR analytics
• The process of HR analytics
• HR analytics levels
• Keeping people informed
• References
• 13 e-HRM
• Introduction
• e-HRM defined
• Purpose of e-HRM
• Features of e-HRM
• e-HRM achievements
• References
• 14 Artificial intelligence and HRM
• Introduction
• The components of AI
• Applications for AI in HRM
• AI risks
• The extent to which AI is used by HR
• Tips for practitioners on introducing AI
• Ethical considerations
• References
• 15 Knowledge management
• Introduction
• The concept of knowledge
• Knowledge management defined
• Knowledge management strategies
• Knowledge management issues
• The contribution of HR to knowledge management
• References
• 16 Competency-based HRM
• Introduction
• Competency defined
• Using competencies
• Applications of competency-based HRM
• Developing a competency framework
• Keys to success in using competencies
• Reference
• 17 The ethical dimension of HRM
• Introduction
• The meaning and concerns of ethics
• The nature of ethical decisions and judgements
• Ethical frameworks
• Fairness
• Equity theory
• Justice
• HRM ethical guidelines
• Ethical dilemmas
• The ethical role of HR
• References
• 18 Corporate social responsibility
• Introduction
• Corporate social responsibility defined
• Strategic CSR defined
• CSR activities
• The rationale for CSR
• The opposing view
• Benefits of CSR
• The basis for developing a CSR strategy
• References
• PART IV Organization
• 19 Organizational behaviour
• Introduction
• Organizational behaviour defined
• The sources and applications of organizational behaviour theory
• How organizations function
• Organizational culture
• Organizational climate
• Organizational processes
• Characteristics of people
• Implications for HR specialists
• References
• 20 Organization design
• Introduction
• Organization design theory
• Organization design guidelines
• Organizational choice
• The approach to organization design
• Successful organization design
• References
• 21 Work design
• Introduction
• What is happening to work?
• Work design – a short history
• The approach to work system design
• Smart working
• Agile working
• Automation
• The role of HR in work design
• References
• 22 Job design
• Introduction
• Job quality
• The principles and practice of job design
• Job enrichment
• The job characteristics model
• The job demands-resources model
• Job design practice
• Responsibility for job design
• Job crafting
• References
• 23 Organization development
• Introduction
• Organization development defined
• The nature of organization development
• The story of organization development
• Organization development strategy
• The consulting cycle
• Organizational diagnosis
• Organization development programmes
• Conclusions on organization development
• References
• PART V Factors affecting the behaviour of people at work
• 24 Motivation
• Introduction
• The meaning of motivation
• Instrumentality theory
• Content theory
• Process theory
• Summary of motivation theories
• Motivation and job satisfaction
• Motivation and money
• Conclusions on motivation theory
• Motivation strategies
• References
• 25 Commitment
• Introduction
• The meaning of organizational commitment
• Mutuality and commitment
• The mutual gains perspective
• Commitment and engagement
• Factors affecting commitment
• Developing a commitment strategy
• Critical evaluation of the concept of commitment
• References
• 26 Employee engagement
• Introduction
• The meaning of employee engagement
• The theory of engagement
• The components of employee engagement
• Drivers of employee engagement
• Outcomes of engagement
• Engagement strategy
• Enhancing job engagement
• Enhancing organizational engagement
• Burnout
• Measuring engagement
• Critical evaluation of the concept of employee engagement
• References
• PART VI People resourcing
• 27 Workforce planning
• Introduction
• Workforce planning defined
• Incidence of workforce planning
• The link between workforce and business planning
• Reasons for workforce planning
• Workforce planning issues
• Systematic workforce planning
• Approach to workforce planning
• References
• 28 Recruitment and selection
• Introduction
• Defining requirements
• Attracting candidates
• Sourcing candidates
• Managing the recruitment process
• Selection methods
• Selection interviews
• Selection testing
• Assessment centres
• Choice of selection methods
• Making the decision
• Provisional offers and obtaining references
• Checking applications
• Offering employment
• Following up
• Dealing with recruitment problems
• References
• 29 Talent management
• Introduction
• Talent management defined
• Talent management policy
• Talent management strategy
• The process of talent management
• The talent pool
• Talent planning
• Resourcing
• Identifying talent
• Talent development
• References
• PART VII Employment practices
• 30 Managing employment
• Introduction
• The employee experience
• Introduction to the organization
• Managing employee retention
• Release from the organization
• Absence management
• References
• 31 Managing diversity and inclusion
• Introduction
• The meaning and significance of managing diversity and inclusion
• Bias as a factor affecting diversity and inclusion
• The rationale for managing diversity and inclusion
• How to manage diversity and inclusion
• References
• 32 Managing flexibility
• Introduction
• Forms of flexibility
• Flexible working
• The role of HR
• References
• PART VIII Learning and development
• 33 The basis of learning and development
• Introduction
• Learning and development defined
• Strategic L&D
• Creating a learning culture
• Organizational learning strategies
• The notion of a learning organization
• Individual learning strategies
• How people learn
• References
• 34 The process of learning and development
• Introduction
• Identify learning needs
• Overall approaches to learning and development
• Plan learning and development activities
• Implement
• Evaluate
• References
• 35 Learning and development practices
• Introduction
• Workplace learning
• Social and collaborative working
• Digital learning
• Use of artificial intelligence
• Training
• Personal development planning
• Apprenticeships
• References
• 36 Leadership and management development
• Introduction
• Leadership and management development defined
• The nature of leadership and management
• Leadership and management development compared
• Leadership development
• Management development
• Criteria for leadership and management development
• References
• PART IX Performance management
• 37 The concept of performance management
• Introduction
• Performance management defined
• The conceptual framework
• Underpinning theories
• Aims of performance management
• Principles of performance management
• Examples of approaches to performance management
• The impact of performance management
• Requirements for success
• References
• 38 Performance management systems
• Introduction
• How a performance management system works
• Performance and development planning
• Managing performance throughout the year
• Performance reviews
• Performance assessment
• Recording the performance agreement and review
• Introducing a performance management system
• Requirements for success
• 360-degree feedback
• References
• 39 Reinventing performance management
• Introduction
• Performance management criticisms
• Performance management system issues
• The role of line managers
• Dealing with the issues – reinventing performance management
• A radical way ahead?
• References
• PART X Reward management
• 40 The basis of reward management
• Introduction
• Reward management defined
• Values and beliefs
• Reward policy
• Reward strategy
• The reward system
• References
• 41 The practice of reward management
• Introduction
• Market pricing
• Job evaluation
• Base pay management
• Contingent pay
• Recognition schemes
• Employee benefits
• Administering reward management
• References
• 42 Managing reward for special groups
• Introduction
• Executive remuneration
• Reward management for sales and customer service staff
• Rewarding expatriates
• Paying manual workers
• References
• 43 The gender pay gap
• Introduction
• Reasons for the gender pay gap
• Actions to reduce gender pay gaps
• Narrowing the gap at organizational level
• References
• PART XI Employment relations
• 44 The basis of employment relations
• Introduction
• The meaning of employment relations
• Employment relations policies
• Employment relations strategies
• Employment relations climate
• Managing with unions
• Managing without unions
• References
• 45 The employment relationship
• Introduction
• The nature of the employment relationship
• The basis of the employment relationship
• Labour process theory and the employment relationship
• Employment relationship contracts
• Managing the employment relationship
• Developing a climate of trust
• References
• 46 The psychological contract
• Introduction
• The psychological contract defined
• The significance of the psychological contract
• The psychological contract and the employment relationship
• How psychological contracts develop
• The problem with psychological contracts
• Developing and maintaining a positive psychological contract
• References
• 47 The practice of industrial relations
• Introduction
• Trade union membership
• Union recognition
• Collective bargaining
• Collective agreements
• Informal employment relations processes
• References
• 48 Employee voice
• Introduction
• The need for employee voice
• Degrees of employee voice
• Direct voice
• Indirect voice
• Employees’ experience of voice
• References
• 49 Employee communications
• Introduction
• The importance of employee communications
• What should be communicated
• Approach to communication
• Communication methods
• Employee communication strategy
• References
• PART XII Employee wellbeing
• 50 The principles and practice of employee wellbeing
• Introduction
• The principles of wellbeing
• The case for caring about wellbeing
• Factors affecting wellbeing
• Employee wellbeing strategy
• References
• 51 Health and safety
• Introduction
• Managing health and safety at work
• Health and safety policies
• Conducting risk assessments
• Health and safety audits
• Health and safety inspections
• Accident prevention
• Occupational health programmes
• Managing stress
• Measuring health and safety performance
• Communicating the need for better health and safety practices
• Health and safety training
• Organizing health and safety
• References
• PART XIII HRM policies and practices and employment law
• 52 HR policies
• Introduction
• Why have HR policies?
• Overall HR policy
• Specific HR policies
• Developing HR policies
• Implementing HR policies
• 53 HR procedures
• Introduction
• Capability procedure
• Disciplinary procedure
• Grievance procedure
• Redundancy procedure
• 54 HR information systems
• Introduction
• Reasons for introducing an HRIS
• The functions of an HRIS
• Features of an HRIS
• References
• 55 Employment law
• Introduction
• The purpose of employment law
• How is employment law enforced?
• HRM and employment law
• The General Data Protection Regulation (GDPR)
• References
• PART XIV People management skills
• 56 Strategic people management skills
• Introduction
• The strategic role of the HR professional
• The strategic business partner model
• The strategic skills required
• Reference
• 57 Business skills
• Introduction
• Business skills
• Financial skills
• Business models
• References
• 58 Problem-solving and decision-making skills
• Introduction
• Problem solving
• Decision making
• References
• 59 Analytical and critical skills
• Introduction
• Analytical skills
• Logical reasoning
• Critical thinking
• Critical evaluation
• Developing and justifying arguments
• A final word
• Reference
• 60 Research skills
• Introduction
• The nature of research
• Planning and conducting research programmes
• Research methodology
• Methods of collecting data
• Processes involved in research
• References
• 61 Statistical skills
• Introduction
• Frequency
• Measures of central tendency
• Measures of dispersion
• Correlation
• Regression
• Causality
• Tests of significance
• Testing hypotheses
• References
• 62 Selection interviewing skills
• Introduction
• Preparing for the interview
• Selection interviewing skills
• Structured interviews
• Coming to a conclusion
• Dos and don’ts of selection interviewing
• Reference
• 63 Job, role, competency and skills analysis
• Introduction
• Definition
• Job analysis
• Job descriptions
• Role analysis and role profiles
• Skills analysis
• Competency modelling
• References
• 64 Learning and development skills
• Introduction
• Coaching
• Mentoring
• Facilitating
• Job instruction
• References
• 65 Negotiating skills
• Introduction
• The process of negotiation
• Stages of negotiation
• Initial steps
• Negotiating and bargaining skills
• Reference
• 66 Change management
• Introduction
• The psychology of change management
• Levers for change
• The change process
• Change models
• Resistance to change
• Implementing change
• The role of change agents
• The role of HR in leading and facilitating change
• Change management programmes
• Nudge theory
• Evidencing the value of change
• Guidelines for change management
• References
• 67 Influencing skills
• Introduction
• Persuading people
• Case presentation
• Making a business case
• Facilitating
• Coordinating discussions
• 68 Leadership skills
• Introduction
• The meaning of leadership
• Leadership theories
• What leaders do
• Leadership styles
• Types of leaders
• The reality of leadership
• The qualities of a good leader
• Effective leadership
• References
• 69 Handling people problems
• Introduction
• Disciplinary issues
• Absenteeism
• Handling poor timekeeping
• Handling negative behaviour
• Dealing with under-performance
• 70 Handling challenging conversations
• 71 Managing conflict
• Introduction
• Handling inter-group conflict
• Handling interpersonal conflict
• Resolving conflict between team members
• Reference
• 72 Political skills
• Introduction
• Typical political approaches
• Using political means to get things done
• Political sensitivity
• Dangers of politics
• Dealing with organizational politics
• Reference
• 73 Dealing with business issues from an HR perspective
• Introduction
• Identify business issues
• Establish people factors
• Critically analyse relevant HR policy and practice
• Conduct or participate in research
• Analyse quantitative and qualitative information
• Draw conclusions
• Prepare and make the business case
• Reference
• 74 Project management
• Introduction
• Project planning
• Setting up the project
• Controlling the project
• CIPD New Profession Map 2018
• Author index
• Subject index
• Copyright