Human resource management practice I also available by michael armstrong



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Armstrongs Handbook of Human Resource Management Practice 1

Chapter 

3

  Delivering HRM – Systems and Roles

51

Questions

How is HRM delivered?



What is HRM architecture?



What is an HR system?



What are the key HR practices?



What is the HR delivery model?



What is the ‘three-legged stool’ model for 

organizing the HR function?

  7 

What are the main roles of HR  

professionals?

  8 

What are the key HR competency domains  

or areas identified by Brockbank and his 

colleagues?



  9 

What does professionalism in HR involve?



10 

What is the HR role of line managers?



References

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performance work systems and firm performance: 

a synthesis of research and managerial 

implications, Research on Personnel and Human 

Resource Management, 16, pp 53–101

Becker, B E and Huselid, M A (2006) Strategic human 

resource management: where do we go from here? 

Journal of Management, 32 (6), pp 898–925

Becker, B E, Huselid, M A and Ulrich, D (2001)  



The HR Score Card: Linking peoplestrategy, 

and performance, Boston, MA, Harvard Business 

School Press

Boselie, P, Dietz, G and Boon, C (2005) 

Commonalities and contradictions in HRM and 

performance researchHuman Resource 

Management Journal, 15 (3), pp 67–94

Brockbank, W, Ulrich, D and Beatty, D (1999) HR 

professional development: creating the future 

creators at the University of Michigan Business 

School, Human Resource Management, 38, 

Summer, pp 111–17

Caldwell, R (2001) Champions, adapters, consultants 

and synergists: the new change agents in HRM, 



Human Resource Management Journal, 11 (3), 

pp 39–52


Caldwell, R (2004) Rhetoric, facts and self-fulfilling 

prophesies: exploring practitioners’ perceptions  

of progress in implementing HRMIndustrial 

Relations Journal, 35 (3), pp 196–215

Chartered Institute of Personnel and Development 

(2002) Employment Law: Survey report

London, CIPD

Chartered Institute of Personnel and Development 

(2007) The Changing HR Function, London, CIPD

Chartered Institute of Personnel and Development 

(2010) CIPD Next Generation, London, CIPD

Chartered Institute of Personnel and Development 

(2013) HR Profession Map, http://www.cipd.co.uk/

hr-profession-map-download.aspx [accessed  

25 January 2013]

Crail, M (2006) HR roles and responsibilities 2006: 

benchmarking the HR function, IRS Employment 



Review 839, 20 January, pp 9–15

Drucker, P (1955) The Practice of Management

London, Heinemann

Fletcher, C (2004) Appraisal and Feedback: Making 



performance review work, 3rd edn, London, CIPD

Francis, H and Keegan, A (2006) The changing face 

of HRM: in search of balance, Human Resource 

Management Journal, 16 (3), pp 231–49

Gratton, L (2003) The Humpty Dumpty effect: a view 

of a fragmented HR function, People Management

5 January, p 18

Guest, D E (1991) Personnel management: the end of 

orthodoxy, British Journal of Industrial Relations

29 (2), pp 149–76

Guest, D E and King, Z (2004) Power, innovation and 

problem-solving: the personnel managers’ three 

steps to heaven?, Journal of Management Studies

41 (3), pp 401–23

Guthrie, J P, Flood, P C, Liu, W, MacCurtain, S and 

Armstrong, C (2011) Big hat no cattle? The 

relationship between the use of high performance 

work systems and managerial perceptions of HR 

departments, The International Journal of Human 



Resource Management, 22 (8), pp 1672–85

Hesketh, A and Hird, M (2010) Using relationships 

between leaders to leverage more value from 

people: building a golden triangle, in (eds)  

P Sparrow, A Hesketh, M Hird and C Cooper, 

Leading HR, Basingstoke, Palgrave Macmillan, 

pp 103–21





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