Human resource management practice I also available by michael armstrong



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Armstrongs Handbook of Human Resource Management Practice 1

Part 

1

  The Practice of Human Resource Management

52

Hird, M, Sparrow, P and Marsh, C (2010) HR 

structures: are they working?, in (eds) P Sparrow, 

A Hesketh, M Hird, and C Cooper, Leading HR

Basingstoke, Palgrave Macmillan, pp 23–45

Hirsh, W (2008) What do people want from you?, 



People Management, 18 September, pp 23–6

Holley, N (2009) HR Models: Lessons from best 



practice, Henley, Henley Business School 

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26 February 2013]

Hope-Hailey, V, Farndale, E and Truss, C (2005)  

The HR department’s role in organizational 

performance, Human Resource Management 



Journal, 15 (3), pp 49–66

Hope-Hailey, V, Gratton, L, McGovern, P, Stiles, P 

and Truss, C (1997) A chameleon function?  

HRM in the ’90s, Human Resource Management 



Journal, 7 (3), pp 5–18

Hoque, K and Noon, M (2001) Counting angels: a 

comparison of personnel and HR specialists, Human 

Resource Management Journal, 11 (3), pp 5–22

Hutchinson, S and Purcell, J (2003) Bringing Policies 



to Life: The vital role of front line managers in 

people management, London, CIPD

IDS (2010) HR Function Survey, HR Study 

928, October, London, IDS

IRS (2012) HR Roles and Responsibilities Survey, 

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hr-role-and-responsibilities-the- 2012-survey 

[accessed 24 February 2013]

Johnson, C (1999) Changing shapes: trends in human 

resource reorganizations, HR Magazine, 44 (3), 

pp 40–48


Keegan, A and Francis, H (2010) Practitioner talk: the 

changing textscape of HRM and emergence of HR 

business partnership, The International Journal of 

Human Resource Management, 21 (6), pp 873–98

Marchington, M (1995) Fairy tales and magic wands: 

new employment practices in perspective, 

Employee Relations, Spring, pp 51–66

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of the emperor’s new clothes?, Personnel Review

4 (1), pp 3–14

Parkes, C and Davis, A J (2013) Ethics and social 

responsibility – do HR professionals have ‘the 

courage to challenge’ or are they set to be 

permanent ‘bystanders’? International Journal 



of Human Resource Management, 23 (12), 

pp 2411–34

Purcell, J (1999) Best practice or best fit: chimera or 

cul-de-sac, Human Resource Management Journal

9 (3), pp 26–41

Purcell, J, Kinnie, K, Hutchinson, R, Rayton, B and 

Swart, J (2003) Understanding the People 

and Performance Link: Unlocking the black box

London, CIPD

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Management, 20 September, pp 43–45

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People Management, April, pp 34–37

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Management Journal, Human Resource 

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human resources, Harvard Business Review

September–October, pp 106–14

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of Human Resources, Oxford, Blackwell

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a Human Capital Measurement Capability: What’s 

the future for human capital?, London, CIPD

Thurley, K (1981) Personnel management: a case for 

urgent treatment, Personnel Management, August, 

pp 24–29


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pp 523–32

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Function, London, Hutchinson

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Boston, MA, Harvard Business School Press

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resources, Harvard Business Review

January–February, pp 124–34

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Proposition, Cambridge, MA, Harvard Press

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Employment Strategy, London, Routledge

Wright, P M, Snell, S A and Jacobsen, H H (2004) 

Current approaches to HR strategies: inside-out 

versus outside-in, Human Resource Planning

27 (4), pp 36–46



04


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