Armstrong s Essential Human Resource Management Practice A Guide to People Management 1st Edition by Michael Armstrong ISBN 0749459891 9780749459895 by Michael Armstrong 9780749459895, 9780749459901, 0749459891, 0749459905 instant download after payment.

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ISBN 10: 0749459891 
ISBN 13: 9780749459895
Author: Michael Armstrong

Armstrong's Essential Human Resource Management Practice provides a complete overview of the practices and processes fundamental to managing people. The text provides a thorough introduction to the core areas of HR including: people resourcing, performance management, learning and development and rewarding people. It also examines the contribution of HR to organizational aims and objectives and how it is integrated within the business. The book is accompanied by online resources for both lecturers and students and adopts an increased focus on employee engagement, a concept which is becoming increasingly prominent in people management, but which is often presented as a mantra without being properly understood; this is examined in detail with reference to recent research.

Michael Armstrong's original Handbook of Human Resource Management is the classic text for all those studying HR or who are entering the profession for the first time. In this new title Michael Armstrong provides a condensed text which has been rewritten with the non-HR student or professional in mind, describing and evaluating key HRM concepts such as: HRM itself; strategic HRM; the resource-based view; the choice between best practice and best fit; human capital measurement; motivation theory; emotional intelligence; the flexible firm; the learning organization; and financial rewards. Online supporting resources for this book include lecture slides, an instructor's manual, case examples and a literature review.

Armstrong s Essential Human Resource Management Practice A Guide to People Management 1st Table of contents:

Part 1: The Context and Foundations of Human Resource Management

• Chapter 1: Understanding Human Resource Management
  • What is HRM? Definitions and Objectives
  • The Evolution of HRM: From Personnel to Strategic Partner
  • The Contribution of HRM to Organizational Performance
  • Key Characteristics of Effective People Management
• Chapter 2: The Strategic Role of HRM
  • Aligning HR Strategy with Business Strategy
  • Strategic HRM Models and Approaches
  • Developing an HR Strategy
  • The HR Business Partner Model
• Chapter 3: Organizational Culture and Employee Engagement
  • Defining Organizational Culture and Its Impact
  • Creating a Positive and Productive Culture
  • What is Employee Engagement and Why It Matters
  • Strategies for Enhancing Engagement
• Chapter 4: The Changing World of Work and HRM
  • Technological Advancements and Digital HR
  • Globalization and International HRM Challenges
  • Demographic Shifts and Diversity in the Workforce
  • The Gig Economy and Flexible Working Arrangements

Part 2: Core HR Processes and Practices

• Chapter 5: Human Resource Planning
  • Forecasting Demand and Supply for Talent
  • Workforce Planning Techniques
  • Succession Planning and Talent Pipelines
• Chapter 6: Resourcing: Recruitment and Selection
  • Understanding the Labor Market
  • Developing Resourcing Strategies
  • Attracting Talent: Recruitment Channels and Employer Branding
  • Effective Selection Methods: Interviews, Assessments, Psychometrics
• Chapter 7: Performance Management
  • Purpose and Benefits of Performance Management Systems
  • Setting Objectives and Performance Standards
  • Performance Review and Feedback
  • Managing Underperformance and High Performance
• Chapter 8: Learning and Development
  • The Importance of L&D for Individuals and Organizations
  • Identifying Learning Needs and Designing L&D Interventions
  • Delivery Methods: On-the-Job, Off-the-Job, Blended Learning
  • Evaluating L&D Effectiveness
• Chapter 9: Reward Management
  • Principles of Reward Management: Total Reward Concept
  • Pay Structures and Grading Systems
  • Designing Performance-Related Pay and Incentives
  • Employee Benefits, Pensions, and Non-Financial Rewards
• Chapter 10: Employee Relations
  • The Nature of the Employment Relationship
  • Employee Voice and Communication Strategies
  • Trade Unions and Collective Bargaining
  • Handling Grievances and Disciplinary Issues
• Chapter 11: Health, Safety, and Well-being
  • Legal and Ethical Responsibilities for Health and Safety
  • Risk Assessment and Accident Prevention
  • Promoting Employee Well-being and Mental Health Support
  • Managing Stress and Work-Life Balance

Part 3: Specialized Areas and Contemporary Issues

• Chapter 12: Managing Change in Organizations
  • The Role of HR in Organizational Change
  • Change Management Models and Strategies
  • Overcoming Resistance to Change
• Chapter 13: Diversity and Inclusion
  • The Business Case for D&I
  • Creating an Inclusive Culture
  • Addressing Unconscious Bias and Discrimination
• Chapter 14: HR Measurement and Analytics
  • Why Measure HR? Metrics and KPIs
  • Introduction to HR Analytics and Big Data
  • Reporting and Using Data for Decision-Making
• Chapter 15: Digital HR and HR Technology
  • The Impact of HRIS/HRMS
  • Automation and Artificial Intelligence in HR
  • Leveraging Technology for Recruitment, L&D, and Performance
• Chapter 16: International and Global HRM (if not covered earlier)
  • Challenges of Managing People Across Borders
  • Cultural Differences and Expatriate Management
  • Global HR Policies and Practices

Part 4: The Role of the HR Practitioner

• Chapter 17: HR Roles, Competencies, and Ethics
  • Different Roles in HR (Specialist, Generalist, Business Partner)
  • Essential Competencies for HR Professionals
  • Ethical Considerations in HR Practice
• Chapter 18: The Future of HRM
  • Emerging Trends and Disruptions
  • The Evolving Role of the HR Professional
  • HR as a Driver of Organizational Agility and Resilience

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