Armstrong's handbook of human resource management practice

Contents in brief......Page 5
Contents......Page 9
Supporting resources for instructors and students......Page 25
List of Figures......Page 27
List of Tables......Page 29
List of Exhibits......Page 31
Preface......Page 35
Introduction......Page 37
01 The concept of human resource management......Page 39
HRM overview......Page 40
Underpinning theories of HRM......Page 42
Reservations about the original concept of HRM......Page 43
HRM today......Page 44
02 Strategic HRM......Page 49
The conceptual basis of strategic HRM......Page 50
Aims of SHRM......Page 52
Critical evaluation of the concept of SHRM......Page 53
The resource-based view \nof SHRM......Page 54
Perspectives on SHRM......Page 56
HR strategies......Page 59
03 Delivering HRM......Page 67
The HR system......Page 68
The role and organization \nof the HR function......Page 70
Case studies on the organization of the HR function......Page 73
The roles of HR professionals......Page 74
The HR role of line managers......Page 80
Introduction......Page 85
How HRM makes an impact......Page 86
Developing a high-performance culture......Page 89
High-performance \nwork systems......Page 90
The contribution of HR......Page 93
International HRM defined......Page 97
Issues in international HRM......Page 98
Global HR policies and practices......Page 100
Managing expatriates......Page 101
Case studies......Page 104
06 Human capital management......Page 107
The concept of human capital......Page 108
The constituents of human capital......Page 109
Human capital measurement......Page 110
Human capital reporting......Page 112
HCM case studies on app roaches to measurement......Page 114
Introduction......Page 117
The concept of knowledge......Page 118
Knowledge management strategies......Page 119
Knowledge management issues......Page 120
The contribution of HR to knowledge management......Page 121
08 Competency-based HRM......Page 125
Competency frameworks......Page 126
Applications of competency-based HRM......Page 130
Developing a competency framework......Page 131
Competencies and emotional intelligence......Page 132
09 The ethical dimension of HRM......Page 135
Ethical frameworks......Page 136
Justice......Page 137
Ethical HRM......Page 138
HRM ethical guidelines......Page 139
Ethical dilemmas......Page 141
Introduction......Page 145
CSR activities......Page 146
The rationale for CSR......Page 147
Benefits of CSR......Page 148
The basis for developing \na CSR strategy......Page 149
Introduction......Page 153
11 Organizational behaviour......Page 155
The sources and applications of organizational behaviour theory......Page 156
How organizations function......Page 157
Organizational culture defined......Page 158
Organizational processes......Page 163
Characteristics of people......Page 165
Implications for HR specialists......Page 168
12 Work, organization and job design......Page 173
Work design......Page 174
Case studies......Page 180
Organization design......Page 181
Job design......Page 185
Role development......Page 188
13 Organization development......Page 191
The nature of organization development......Page 192
The story of organization development......Page 193
Organization development strategy......Page 196
Organizational diagnosis......Page 197
Organization development programmes......Page 199
Introduction......Page 203
The meaning of employee engagement......Page 204
The theory of engagement......Page 205
Outcomes of engagement......Page 207
Enhancing job engagement......Page 208
Enhancing organizational engagement......Page 210
Case study......Page 211
Introduction......Page 217
Motivation theories......Page 218
Motivation strategies......Page 224
Introduction......Page 229
The importance of commitment......Page 230
Critical evaluation of the concept of commitment......Page 231
Factors affecting commitment......Page 232
Developing a commitment strategy......Page 233
Introduction......Page 237
17 Strategic resourcing......Page 239
The strategic HRM approach to resourcing......Page 240
The components of strategic employee resourcing......Page 241
Case study......Page 242
Introduction......Page 245
The link between workforce and business planning......Page 246
Approaches to workforce planning......Page 247
Case studies......Page 251
19 Recruitment and selection......Page 255
Defining requirements......Page 256
Attracting candidates......Page 257
Dealing with applications......Page 263
Interviewing......Page 265
Selection testing......Page 267
Assessment centres......Page 269
Provisional offers and obtaining references......Page 270
Offering employment......Page 271
Case studies......Page 272
Employee value proposition......Page 275
Employer brand......Page 276
Employee turnover......Page 277
Retention planning......Page 280
Absence management......Page 282
Case studies......Page 284
Induction......Page 285
Release from the organization......Page 286
Introduction......Page 291
Talent management defined......Page 292
The process of talent management......Page 294
What is happening in talent management......Page 296
Management succession planning......Page 297
Career management......Page 298
Case studies......Page 303
Introduction......Page 307
22 Strategic learning \rand development......Page 309
Aims of strategic L&D......Page 310
Learning and development philosophy......Page 311
Learning and development strategies......Page 312
23 The process of learning and development......Page 315
How people learn......Page 316
The implications of learning theory and concepts......Page 318
Organizational learning......Page 320
The notion of the learning organization......Page 321
Self-directed learning......Page 323
24 The practice of learning and development......Page 325
Identifying learning needs......Page 326
Approaches to learning and development......Page 329
Development......Page 331
Training......Page 332
Evaluation of learning......Page 335
Responsibility for \nthe implementation \nof learning......Page 338
Case studies......Page 339
25 Leadership and management development......Page 345
The nature of leadership and management......Page 346
Leadership and management development compared......Page 347
Leadership development......Page 348
Case studies......Page 349
Management development......Page 350
Criteria for leadership and management development......Page 352
Introduction......Page 355
Introduction......Page 357
Performance management......Page 358
Reward management......Page 360
27 The practice of performance management......Page 363
Managing organizational performance......Page 364
Managing individual performance......Page 367
360-degree feedback......Page 378
Case studies......Page 379
Introduction......Page 385
Critical evaluation of the concept of strategic reward......Page 386
Reward strategy......Page 387
Reward philosophy......Page 389
Implementing reward strategy......Page 392
Case studies......Page 394
29 The practice of reward management......Page 399
The reward system......Page 400
Total rewards......Page 401
Financial rewards......Page 404
Non-financial rewards......Page 406
Market pricing......Page 407
Job evaluation......Page 408
Base pay management......Page 409
Contingent pay......Page 413
Recognition schemes......Page 415
Evaluating reward......Page 416
Administering reward management......Page 418
Case studies......Page 421
Introduction......Page 427
Introduction......Page 429
Employee relations policies......Page 430
Employee relations strategies......Page 431
Employee relations climate......Page 432
Managing with unions......Page 433
Implementing employee relations strategy......Page 434
The nature of the employment relationship......Page 437
The basis of the employment relationship......Page 438
Managing the employment relationship......Page 439
High-trust organizations......Page 440
The psychological contract defined......Page 443
The psychological contract and the employment relationship......Page 444
Developing and maintaining a positive psychological contract......Page 445
Introduction......Page 449
Collective bargaining......Page 450
Collective agreements......Page 451
Case study......Page 453
The meaning of employee voice......Page 455
Categorization of employee voice......Page 456
Stages of employee voice......Page 457
Planning for voice......Page 458
Case studies......Page 459
The importance of employee communications......Page 461
Communication methods......Page 462
Employee communication strategy......Page 463
Introduction......Page 465
Introduction......Page 467
Work–life balance......Page 468
Sexual harassment......Page 469
Bullying......Page 470
Case study......Page 471
Group employee services......Page 472
37 Health and safety......Page 475
Health and safety policies......Page 476
Conducting risk assessments......Page 477
Health and safety audits......Page 479
Accident prevention......Page 480
Communicating the need for better health and safety practices......Page 481
Organizing health and safety......Page 482
Introduction......Page 485
Why have HR policies?......Page 487
Specific HR policies......Page 488
Implementing HR policies......Page 493
What are HR procedures?......Page 495
Capability procedure......Page 496
Disciplinary procedure......Page 497
Grievance procedure......Page 498
Redundancy procedure......Page 499
Introduction......Page 503
Features of an HRIS......Page 504
Introducing an HRIS......Page 505
e-HRM achievements......Page 506
Case studies......Page 507
PART IX HR skills......Page 509
Introduction......Page 510
The strategic role of the HR professional......Page 511
The strategic business partner model......Page 512
The strategic role of heads of HR functions......Page 513
HR strategic skills as defined by the CIPD......Page 514
Ten things to do if you want to be strategic......Page 515
42 Business skills......Page 519
Financial skills......Page 520
Business models......Page 523
Problem solving......Page 529
Twelve problem-solving steps......Page 530
Evidence-based management......Page 533
Logical reasoning......Page 535
Critical evaluation......Page 536
Developing and justifying original arguments......Page 537
45 Research skills......Page 539
Planning and conducting research programmes......Page 540
Methods of collecting data......Page 542
Processes involved in research......Page 545
46 Statistical skills......Page 549
Measures of central tendency......Page 550
Causality......Page 551
Testing hypotheses......Page 552
Introduction......Page 555
Selection interviewing skills......Page 556
Planning the interview......Page 557
Questioning techniques......Page 559
Coming to a conclusion......Page 564
Dos and don’ts of selection interviewing......Page 565
48 Job, role, competency and skills analysis......Page 569
Definitions......Page 570
Job analysis......Page 571
Job descriptions......Page 573
Role analysis and role profiles......Page 574
Behavioural competency analysis......Page 575
Skills analysis......Page 581
Coaching......Page 585
Mentoring......Page 586
Job instruction......Page 587
Introduction......Page 591
Stages of negotiation......Page 592
Negotiating and bargaining skills......Page 594
The role of HR in leading and facilitating change......Page 597
Change models......Page 599
Resistance to change......Page 601
The role of change agents......Page 603
The meaning of leadership......Page 607
What leaders do......Page 608
Leadership styles......Page 609
Types of leaders......Page 610
Effective leadership......Page 612
Persuading people......Page 615
Case presentation......Page 616
Making a business case......Page 617
Coordinating discussions......Page 618
Disciplinary issues......Page 621
Absenteeism......Page 623
Handling negative behaviour......Page 624
Dealing with under-performance......Page 626
Introduction......Page 629
Handling interpersonal conflict......Page 630
Resolving conflict between team members......Page 631
Introduction......Page 633
Political sensitivity......Page 634
Dealing with organizational politics......Page 635
Introduction......Page 637
The strategic HRM framework......Page 639
Strategic HRM activities......Page 640
Strategic HRM gap analysis......Page 645
Reasons for adopting \nan HCM approach......Page 647
Introducing HCM......Page 652
Purpose of the toolkit......Page 659
Aims and purpose of organization......Page 660
Activities and structure analysis......Page 661
Role analysis......Page 662
Purpose of the toolkit......Page 663
The meaning of employee engagement......Page 669
Drivers of employee engagement......Page 671
Employee engagement gap analysis......Page 673
Diagnosis......Page 674
Purpose of the toolkit......Page 677
Factors affecting demand and supply......Page 678
Balancing demand and supply......Page 685
Talent management strategy......Page 689
Talent management policy......Page 690
Talent planning......Page 691
Talent audit......Page 692
Resourcing talent......Page 693
Succession planning......Page 694
Talent development......Page 695
Overall analysis......Page 696
Planning learning events......Page 697
Analysis and diagnosis......Page 705
Design toolkit......Page 710
Areas for development......Page 711
Analysis of possible objectives and success criteria......Page 712
Development of performance management system......Page 713
Pilot testing......Page 714
Performance management operations toolkit......Page 716
The evaluation toolkit......Page 717
The reward strategy development framework......Page 719
Analysis of reward strategy and practice......Page 720
Developing and implementing reward strategy......Page 723
Introducing total rewards......Page 729
Clarify the concept and objectives of total rewards......Page 730
Prioritize......Page 732
Monitor and evaluate......Page 734
The job evaluation review and development sequence......Page 735
The grade and pay structure design sequence......Page 747
Analysis of present arrangements......Page 749
Choice of structure......Page 750
Definition of guiding principles......Page 752
Design options......Page 753
Graded pay structure design......Page 754
Pay range design......Page 755
Protection policy......Page 757
Implementing new grade and pay structures......Page 758
Developing and conducting an attitude survey......Page 759
Post-survey activities......Page 767
SUBJECT INDEX......Page 769
AUTHOR INDEX......Page 785