Human resource management practice I also available by michael armstrong

Document Outline

• Also Available By Michael Armstrong
• Contents in Brief
• Contents
• List of Figures
• List of Tables
• List of Exhibits
• Preface to the 13th Edition
• Part I The practice of human resource management
  • 01 The essence of human resource management (HRM)
    • Introduction – the HRM concept
    • HRM defined
    • The philosophy of human resource management
    • Underpinning theories of HRM
    • Reservations about the original concept of HRM
    • Models of HRM
    • HRM today
  • 02 Strategic HRM
    • Introduction
    • The conceptual basis of strategic HRM
    • The nature of strategic HRM
    • Aims of SHRM
    • Critical evaluation of the concept of SHRM
    • The resource-based view of SHRM
    • Strategic fit
    • Perspectives on SHRM
    • HR strategies
  • 03 Delivering HRM – systems and roles
    • Introduction
    • HR architecture
    • The HR system
    • The HR function delivery model
    • The role and organization of the HR function
    • Evaluating the HR function
    • The roles of HR professionals
    • Carrying out the role of the HR professional
    • The HR role of line managers
  • 04 HRM and performance
    • Introduction
    • The impact of HR
    • How HRM makes an impact
    • Developing a high-performance culture
    • High-performance work systems
    • Performance management
    • The contribution of HR
  • 05 Human capital management
    • Introduction
    • The nature of human capital management
    • The concept of human capital
    • The constituents of human capital
    • Approaches to people management raised by human capital theory
    • Human capital measurement
    • Human capital reporting
    • Introducing HCM
  • 06 Knowledge management
    • Introduction
    • The concept of knowledge
    • Knowledge management defined
    • Knowledge management strategies
    • Knowledge management issues
    • The contribution of HR to knowledge management
  • 07 Competency-based HRM
    • Introduction
    • Competency defined
    • Competency frameworks
    • Using competencies
    • Applications of competency-based HRM
    • Developing a competency framework
    • Competencies and emotional intelligence
  • 08 The ethical dimension of HRM
    • Introduction
    • The meaning and concerns of ethics
    • The nature of ethical decisions and judgements
    • Ethical frameworks
    • Equity theory
    • Justice
    • HRM ethical guidelines
    • Ethical dilemmas
    • The ethical role of HR
  • 09 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
• Part II People and organizations
  • 10 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
  • 11 Work, organization and job design
    • Introduction
    • Work design
    • Organization design
    • Job design
    • Role development
  • 12 Organization development
    • Introduction
    • Organization development defined
    • The nature of organization development
    • The story of organization development
    • Organization development strategy
    • Organizational diagnosis
    • Organization development programmes
    • Conclusions on organization development
• Part III Factors affecting employee behaviour
  • 13 Motivation
    • Introduction
    • The meaning of motivation
    • Types of motivation
    • Motivation theory
    • Motivation and job satisfaction
    • Motivation and money
    • Motivation strategies
  • 14 Commitment
    • Introduction
    • The meaning of organizational commitment
    • The importance of commitment
    • Commitment and engagement
    • Critical evaluation of the concept of commitment
    • Factors affecting commitment
    • Developing a commitment strategy
  • 15 Employee engagement
    • Introduction
    • The meaning of employee engagement
    • The theory of engagement
    • The components of employee engagement
    • Drivers of employee engagement
    • Outcomes of engagement
    • Enhancing employee engagement
    • Enhancing job engagement
    • Enhancing organizational engagement
    • Burnout
    • Measuring engagement
    • Conclusions
• Part IV People resourcing
  • 16 Strategic resourcing
    • Introduction
    • The objective of strategic resourcing
    • The strategic HRM approach to resourcing
    • Strategic fit in resourcing
    • Bundling resourcing strategies and activities
    • The components of strategic employee resourcing
  • 17 Workforce planning
    • Introduction
    • Workforce planning defined
    • Incidence of workforce planning
    • The link between workforce and business planning
    • Reasons for workforce planning
    • Workforce planning issues
    • The systematic approach to workforce planning
  • 18 Recruitment and selection
    • Introduction
    • The recruitment and selection process
    • Defining requirements
    • Attracting candidates
    • Dealing with applications
    • Selection methods
    • Interview arrangements
    • Provisional offers and obtaining references
    • Checking applications
    • Offering employment
    • Following up
    • Dealing with recruitment problems
  • 19 Resourcing practice
    • Introduction
    • Employee value proposition
    • Employer brand
    • Employee turnover
    • Retention planning
    • Absence management
    • Induction
    • Release from the organization
  • 20 Talent management
    • Introduction
    • Talent management defined
    • The process of talent management
    • Talent management strategy
    • What is happening in talent management
    • Career management
    • Management succession planning
• Part V Learning and development
  • 21 Strategic learning and development
    • Introduction
    • Learning and development defined
    • Strategic L&D defined
    • Aims of strategic L&D
    • Learning and development philosophy
    • The business case for L&D
    • Impact of learning and development on performance
    • Learning and development strategies
  • 22 The process of learning and development
    • Introduction
    • How people learn
    • The implications of learning theory and concepts
    • Organizational learning
    • The notion of the learning organization
    • Self-directed learning
  • 23 The practice of learning and development
    • Introduction
    • Identifying learning needs
    • Approaches to learning and development
    • Enhancing workplace learning
    • Training
    • Planning and delivering learning events
    • Blended learning
    • Evaluation of learning
    • Responsibility for the implementation of learning
  • 24 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
• Part VI Performance and reward
  • 25 Performance management
    • Introduction
    • The basis of performance management
    • Aims of performance management
    • The performance management cycle
    • Performance management issues
    • The impact of performance management on performance
    • Performance management as a rewarding process
    • 360-degree feedback
    • Introducing performance management
  • 26 Reward management – strategy and systems
    • Introduction
    • Reward philosophy
    • Reward strategy
    • The reward system
  • 27 The practice of reward management
    • Introduction
    • Reward management defined
    • Aims of reward management
    • Pay determination
    • Market pricing
    • Base pay management
    • Contingent pay
    • Recognition schemes
    • Employee benefits
    • Evaluating reward
    • Administering reward management
  • 28 Managing reward for special groups
    • Introduction
    • Rewarding directors and senior executives
    • Rewarding knowledge workers
    • Reward management for sales and customer service staff
    • Paying manual workers
• Part VII Employee relations
  • 29 Strategic employee relations
    • Introduction
    • The process of employee relations
    • The basis of employee relations
    • Employee relations policies
    • Employee relations strategies
    • Employee relations climate
    • Managing with unions
    • Managing without unions
    • Implementing employee relations strategy
  • 30 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
  • 31 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
  • 32 The practice of industrial relations
    • Introduction
    • Trade union membership
    • Union recognition
    • Collective bargaining
    • Collective agreements
    • Informal employee relations processes
  • 33 Employee voice
    • Introduction
    • The meaning of employee voice
    • The elements of employee voice
    • Categorization of employee voice
    • Expression of employee voice
    • Levels of employee voice
    • Stages of employee voice
    • Effectiveness of employee voice
    • Planning for voice
  • 34 Employee communications
    • Introduction
    • The importance of employee communications
    • What should be communicated
    • Approach to communication
    • Communication methods
    • Employee communication strategy
• Part VIII Employee well-being
  • 35 The practice of employee well-being
    • Introduction
    • Reasons for concern
    • The work environment
    • Managerial behaviour
    • Work–life balance
    • Managing stress
    • Sexual harassment
    • Bullying
    • Services for individuals
    • Group employee services
  • 36 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
    • Measuring health and safety performance
    • Communicating the need for better health and safety practices
    • Health and safety training
    • Organizing health and safety
• Part IX International HRM
  • 37 The international HRM framework
    • Introduction
    • The international scene
    • International HRM strategies
    • Contextual factors
    • Convergence and divergence
  • 38 The practice of international HRM
    • Introduction
    • Workforce planning
    • Resourcing
    • International talent management
    • International performance management
    • Reward management
    • Multicultural working
    • Role of the international HR function
  • 39 Managing expatriates
    • Introduction
    • Why use expatriates?
    • RoI on international assignments
    • The process of managing expatriates
    • Resourcing policies
    • Recruitment and selection policies
    • Preparation policy
    • Assimilation and support
    • Career management
    • Performance management
    • Re-entry policies
    • Pay and allowances policies
• Part X HRM policy and practice
  • 40 HR policies
    • Introduction
    • Why have HR policies?
    • Overall HR policy
    • Specific HR policies
    • Formulating HR policies
    • Implementing HR policies
  • 41 HR procedures
    • What are HR procedures?
    • Capability procedure
    • Disciplinary procedure
    • Grievance procedure
    • Redundancy procedure
  • 42 HR information systems
    • Introduction
    • Reasons for introducing an HRIS
    • The functions of an HRIS
    • Features of an HRIS
    • Introducing an HRIS
    • E-HRM achievements
  • 43 Employment law
    • Introduction
    • The purpose of employment law
    • How are these objectives achieved?
    • How is employment law enforced?
    • HRM and employment law
• Part XI HR skills
  • 44 Strategic HRM skills
    • Introduction
    • The strategic role of the HR professional
    • The strategic business partner model
    • The strategic role of HR directors
    • The strategic role of heads of HR functions
    • The strategic role of HR business partners
    • The strategic contribution of HR advisers or assistants
    • The strategic skills required
    • HR strategic activities and skills as defined by the CIPD
    • 10 things to do if you want to be strategic
  • 45 Business skills
    • Introduction
    • Business skills
    • Financial skills
    • Business models
  • 46 Problem-solving skills
    • Introduction
    • Problem solving
    • 12 problem-solving steps
  • 47 Analytical and critical skills
    • Introduction
    • Evidence-based management
    • Analytical skills
    • Logical reasoning
    • Critical thinking
    • Critical evaluation
    • Developing and justifying original arguments
  • 48 Research skills
    • Introduction
    • The nature of research
    • Planning and conducting research programmes
    • Research methodology
    • Methods of collecting data
    • Processes involved in research
  • 49 Statistical skills
    • Introduction
    • Using statistics
    • Frequency
    • Measures of central tendency
    • Measures of dispersion
    • Correlation
    • Regression
    • Causality
    • Tests of significance
    • Testing hypotheses
  • 50 Selection interviewing skills
    • Introduction
    • Selection interviewing skills
    • Preparing for the interview
    • Planning the interview
    • Questioning techniques
    • Coming to a conclusion
    • Dos and don’ts of selection interviewing
  • 51 Job, role and skills analysis and competency modelling
    • Introduction
    • Definitions
    • Job analysis
    • Job descriptions
    • Role analysis and role profiles
    • Skills analysis
    • Faults analysis
    • Job learning analysis
    • Competency modelling
  • 52 Learning and development skills
    • Introduction
    • Coaching
    • Mentoring
    • Job instruction
  • 53 Negotiating skills
    • Introduction
    • The process of negotiation
    • Stages of negotiation
    • Negotiating and bargaining skills
  • 54 Leading and facilitating change
    • Introduction
    • The role of HR in leading and facilitating change
    • The change process
    • Change models
    • Resistance to change
    • Implementing change
    • The role of change agents
  • 55 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
  • 56 Influencing skills
    • Introduction
    • Persuading people
    • Case presentation
    • Making a business case
    • Facilitating
    • Coordinating discussions
  • 57 Handling people problems
    • Introduction
    • Disciplinary issues
    • Absenteeism
    • Handling poor timekeeping
    • Handling negative behaviour
    • Dealing with underperformance
  • 58 Managing conflict
    • Introduction
    • Handling inter-group conflict
    • Handling interpersonal conflict
    • Resolving conflict between team members
  • 59 Political skills
    • Introduction
    • Typical political approaches
    • Using political means to get things done
    • Political sensitivity
    • Dangers of politics
    • Dealing with organizational politics
• PART XII HRM toolkits
  • 60 Strategic HRM toolkit
    • Purpose of the toolkit
    • The strategic HRM framework
    • Strategic HRM activities
  • 61 Human capital management toolkit
    • Purpose of the toolkit
    • The human capital management approach
    • The process of human capital management
    • Reasons for adopting an HCM approach
    • Introducing HCM
  • 62 Organization design toolkit
    • Purpose of the toolkit
    • Analysis of aims and purpose of the organization
    • Activities and structure analysis
    • Role analysis
  • 63 Organization development toolkit
    • Purpose of the toolkit
  • 64 Employee engagement toolkit
    • Purpose of the toolkit
    • Drivers of engagement
    • Measuring engagement
    • Engagement gap analysis
    • Diagnosis
  • 65 Workforce planning toolkit
    • Purpose of the toolkit
    • Factors affecting demand and supply
  • 66 Talent management toolkit
    • Purpose of the toolkit
    • Talent management strategy
    • Talent management policy
    • Talent planning
    • Talent audit
    • Resourcing talent
    • Talent development
    • Overall analysis
  • 67 Planning and delivering learning events toolkit
    • Purpose of the toolkit
    • Planning learning events
  • 68 Performance management toolkit
    • Purpose of the toolkit
    • Structure of the toolkit
    • Analysis and diagnosis
    • Design toolkit
    • Areas for development
    • Analysis of possible objectives and success criteria
    • Development of a performance management system
    • Implementation toolkit
    • Performance management operations toolkit
    • The evaluation toolkit
  • 69 Strategic reward toolkit
    • Purpose of the toolkit
    • The reward strategy development framework
    • Analysis of reward strategy and practice
    • Developing and implementing reward strategy
  • 70 Total rewards toolkit
    • Purpose of the toolkit
    • Introducing total rewards
    • Clarify the concept and objectives of total rewards
    • Identify total reward elements
    • Prioritize
    • Implement
    • Monitor and evaluate
  • 71 Job evaluation toolkit
    • Purpose and contents of the toolkit
    • The job evaluation review and development sequence
  • 72 Grade and pay structure design toolkit
    • Purpose of the toolkit
    • The grade and pay structure design sequence
    • Analysis of present arrangements
    • Choice of structure
    • Definition of guiding principles
    • Design options
    • Graded pay structure design
    • Pay range design
    • Career family structure design
    • Job family structure design
    • Assimilation policy
    • Protection policy
    • Implementing new grade and pay structures
  • 73 Attitude surveys toolkit
    • Introduction
    • Developing and conducting an attitude survey
    • Post-survey activities
• Appendix 1: Example of attitude survey
• Appendix 2: Survey providers
• About the authors
• Author index
• Subject index