ESCP Europe

Now in its tenth edition, this internationally best - selling text has been fully updated to incorporate new developments in human resource management policy and research. Based on the latest HRM theory, A handbook of Human Resourced Management Practice considers the HR function in relation to the needs of the business as a whole. Thoroughly updated in the light of current best practice in drawing on new research, the handbook present in-depth coverage of: -managing people; - performance management; - HRM processes; - human resource development; - work and employment; - rewarding people; - organisational behaviour; - employee relations; - organisation, design and development; - health, safety and welfare; - people resourcing; - employment and HRM services. The book also now includes sections on human capital management, the role of the from - line manager, developing and implementing HR strategies, and learning and development. Recognising HRM as a strategic process, Michael Armstrong provides practice advice on how companies can maximize the effectiveness of the HRM function and ensure that it make a major contribution to organisational success. This comprehensive handbook is also essential reading for HRM students at both undergraduate and postgraduate levels. from back cover.

Preface --- PART I. MANAGING PEOPLE --- 1. Human resource management --- 2. Human capital management ---3. Role of the HR function --- 4. The role of the HR practitioner --- 5. Role of the front-line manager ---6. International HRM --- PART II. HUMAN RESOURCE MANAGEMENT PROCESSES --- 7. Strategic HRM --- 8. HR strategies --- 9. Developing and implementing HR strategies --- 10. HRM policies --- 11. Competency-based HRM --- 12. Knowledge management --- 13. Analysing roles, competencies and skills --- PART III. WORK AND EMPLYMENT --- 14. The nature of work --- 15. The employment relationship --- 16. The psychological contract --- PART IV. ORGANIZATIONAL BEHAVIOUR --- 17. Characteristics of people --- 18. Motivation ---19. Organizational commitment and engagement --- 20. How organizations function --- 21. Organizational culture --- PART V. ORGANIZATION, DESIGN AND DEVELOPMENT --- 22. Organization design --- 23. Job design and role development --- 24. Organizational development, change and transformation --- PART VI. PEOPLE RESOURCING --- 25. Human resource planning --- 26. Talent management --- 27. Recruitment and selection --- 28. Selection interviewing --- 29. Selection tests --- 30. Introduction to the organization --- 31. Release from the organization --- 32. The basis of performance management --- 33. The process of performance management --- 34. 360-degree feedback --- PART VIII. HUMAN RESOURCE DEVELOPMENT --- 35. Strategic human resource management --- 36. Organizational learning and the learning organization --- 37. How people learn --- 38. Learning and development --- 39. E-learning --- 40. Management development --- PART IX. REWARDING PEOPLE --- 41. Formulating and implementing learning and development strategies --- 42. Reward management --- 43. Strategic reward --- 44. Job evaluation --- 45. Market rate analysis --- 46. Grade and pay structures --- 47. Contingent pay --- 48. Employee benefits, pensions and allowances --- 49. Managing reward systems --- PART X. EMPLOYEE RELATIONS --- 50. The framework of employee relations --- 51. Employee relations processes --- 52. Negotiating and bargaining --- 53. Employee voice --- 54. Communications --- PART XI. HEALTH, SAFETY AND WELFARE --- 55. Health and safety --- 56. Welfare services --- PART XII. EMPLOYMENT AND HRM SERVICES --- 57. Employment practices --- 58. HRM procedures --- 59. Computerised human resource information systems --- Appendix: Example of an attitude survey --- References --- Subject index --- Author index..