Armstrong's Essential Human Resource Management Practice: A Guide to People Management

Copyright Page......Page 5
Table of Contents......Page 6
Introduction......Page 10
Part I Human Resource Management......Page 14
1 The Practice of Human Resource Management......Page 16
The philosophy of HRM......Page 17
The purpose of HRM......Page 18
The diversity of HRM......Page 19
HRM as a system......Page 20
The context of HRM......Page 21
The ethical dimension......Page 23
The HRM role of line managers......Page 24
The role of the HR function......Page 28
The role of HR practitioners......Page 30
Critical evaluation of the concept of HRM......Page 37
The practice of HRM: key learning points......Page 39
References......Page 40
2 Strategic Human Resource Management......Page 43
The conceptual basis of strategic HRM......Page 44
Strategic HRM defined......Page 46
The resource-based view of strategic HRM......Page 48
Perspectives on strategic HRM......Page 50
HR strategies......Page 56
Critical evaluation of the concept of strategic HRM......Page 59
Strategic HRM: key learning points......Page 61
References......Page 63
HR policies......Page 66
HR procedures......Page 75
HR policies and procedures: key learning points......Page 78
References......Page 79
4 Human Capital Management......Page 80
The concept of human capital......Page 81
Human capital measurement......Page 83
Human capital reporting......Page 89
Human capital management: key learning points......Page 90
Questions......Page 91
References......Page 92
Introduction......Page 93
Knowledge management defined......Page 94
The concept of knowledge......Page 95
Knowledge management strategies......Page 96
Knowledge management systems......Page 97
Knowledge management issues......Page 99
Knowledge management: key learning points......Page 100
References......Page 102
Introduction......Page 104
CSR activities......Page 105
The rationale for CSR......Page 107
Developing a CSR strategy......Page 108
Questions......Page 109
References......Page 110
Introduction......Page 112
Issues in international HRM......Page 113
Managing expatriates......Page 118
International HRM: key learning points......Page 123
References......Page 125
Part II Organizations and People......Page 128
8 Organizational Behaviour......Page 130
The sources and applications of organizational behaviour theory......Page 131
How organizations function......Page 132
Organizational processes......Page 135
Organizational culture......Page 137
Organization design......Page 138
Characteristics of people......Page 139
Motivation......Page 145
The psychological contract......Page 153
Organization development......Page 155
Organizational behaviour: key learning points......Page 156
Questions......Page 158
References......Page 159
Introduction......Page 162
The meaning of employee engagement......Page 163
Discretionary behaviour......Page 166
Drivers of engagement......Page 167
Enhancing engagement......Page 168
Enhancing organizational engagement......Page 172
References......Page 174
Part III HRM Practice......Page 176
10 Competency-based HRM......Page 178
Types of competencies......Page 179
Applications of competency-based HRM......Page 180
Behavioural competency modelling......Page 183
Competency-based HRM: key learning points......Page 184
Questions......Page 185
References......Page 186
11 Job and Role Analysis and Design......Page 187
Job and role analysis......Page 188
Job design......Page 190
Job and role analysis: key learning points......Page 192
Questions......Page 193
References......Page 194
12 People Resourcing......Page 195
People resourcing strategy......Page 196
Human resource planning......Page 198
Recruitment and selection......Page 201
Selection methods......Page 204
Retention planning......Page 207
Talent management......Page 212
Flexibility planning......Page 217
Absence management......Page 219
People resourcing: key learning points......Page 221
Questions......Page 222
References......Page 223
13 Learning and Development......Page 225
Learning and development defined......Page 226
Learning culture......Page 228
The learning organization......Page 229
Organizational learning......Page 230
How people learn......Page 232
Approaches to learning and development......Page 235
Development......Page 237
Training......Page 239
Planning and delivering learning programmes and events......Page 241
Identifying learning needs......Page 244
Evaluation of learning......Page 247
Management and leadership development......Page 248
Learning and development: key learning points......Page 251
References......Page 253
14 Managing Performance......Page 255
The meaning of performance......Page 256
Influences on performance......Page 257
High-performance cultures......Page 259
High-performance work systems......Page 260
Managing organizational performance......Page 262
Managing team performance......Page 266
Managing individual performance......Page 268
Managing performance: key learning points......Page 271
References......Page 272
15 Reward Management......Page 275
Aims of reward management......Page 276
Reward systems......Page 277
Strategic reward......Page 280
Total rewards......Page 282
Financial rewards......Page 284
Job evaluation......Page 288
Market pricing......Page 290
Grade and pay structures......Page 291
Pay progression......Page 296
Reward management: key learning points......Page 298
References......Page 300
16 Employee Relations......Page 302
The employment relationship......Page 303
Underpinning employment relations philosophies......Page 306
Employee relations policies......Page 307
Managing employee relations......Page 308
Collective bargaining......Page 310
Collective agreements......Page 311
Dispute resolution......Page 313
Employee voice......Page 314
Communications......Page 316
Employee relations: key learning points......Page 317
References......Page 319
17 Employee Well-being......Page 321
Managing the work environment......Page 322
Health and safety management......Page 324
Employee well-being: key learning points......Page 329
References......Page 331
Part IV People Management Skills......Page 332
The change process......Page 334
Change models......Page 335
Resistance to change......Page 336
Guidelines for change management......Page 338
References......Page 339
What leadership involves......Page 340
Ulrich's leadership brand......Page 342
Leadership styles......Page 343
Leadership and emotional intelligence......Page 344
Developing leadership skills......Page 345
References......Page 347
The nature of a selection interview......Page 348
The content of an interview......Page 349
Preparing for the interview......Page 350
Planning the interview......Page 351
Interviewing techniques – asking questions......Page 352
Key interviewing skills......Page 358
Coming to a conclusion......Page 360
Setting objectives......Page 363
Formal review meetings......Page 366
Guidelines on providing feedback......Page 370
Continuous learning......Page 373
Personal development planning......Page 374
Coaching......Page 375
Mentoring......Page 376
Job instruction......Page 377
Managing inter-group conflict......Page 379
Managing conflict between individuals......Page 380
The role of the third party in managing conflict......Page 382
Conclusion......Page 383
References......Page 384
Absenteeism......Page 385
Disciplinary issues......Page 387
Negative behaviour......Page 389
Poor timekeeping......Page 393
Underperformance......Page 394
Appendix: Human Resource Management Research Methods......Page 395
Author Index......Page 419
Subject Index......Page 424