Enhanced descriptions from Syndetics:

Armstrong's Handbook of Human Resource Management Practice is the classic text for all students and practitioners of HRM. Providing a complete resource for understanding and implementing HR in relation to the needs of the business as a whole, it includes in-depth coverage of all the key areas essential to the HR function. The 11th edition has been radically updated to create a cutting-edge textbook, which encourages and facilitates effective learning. Comprehensive on-line support material is provided for both the instructor and student; providing a complete teaching resource for lecturers and material for students to test their learning. The text has been updated to include all the latest developments in HRM, including a new chapter on social responsibility.

Table of contents provided by Syndetics

• Part I Human Resource Management
• 1 The Practice of Human Resource
• Management
• Introduction
• Human resource management defined
• The objectives of HRM
• Theories of HRM
• Characteristics of HRM
• The development of the concept of HRM
• Reservations about HRM
• The context of HRM
• The ethical dimension
• 2 Strategic Human Resource
• Management
• Introduction
• The conceptual basis of strategic HRM
• Strategic HRM defined
• The resource-based view of strategic HRM
• Strategic fit
• Perspectives on strategic HRM
• The reality of strategic HRM
• Practical implications of strategic HRM theory
• 3 HR Strategies
• Introduction
• What are HR strategies?
• General HR strategies
• Specific HR strategies
• Criteria for an effective HR strategy
• How should HR strategies be formulated?
• Developing HR strategies
• Implementing HR strategies
• 4 Human Capital
• Management
• Introduction
• Human capital management defined
• The concept of human capital
• The constituents of human capital
• Human capital measurement
• Human capital internal reporting
• Human capital external reporting
• Introducing HCM
• 5 The Role and Organization of the HR Function
• Introduction
• The role of the HR function
• The organization of the HR function
• Evaluating the HR function
• HR shared service centres
• Outsourcing HR work (p. 00)
• Offshoring
• Using management consultants
• Marketing the HR function
• HR budgeting
• The HR role of front line managers
• 6 The Role of the HR Practitioner
• Introduction
• The basic role
• The business partner role
• The strategic role of HR specialists
• Service provision
• The guardian of values role
• Models of HR roles
• Gaining support and commitment
• Ethical considerations
• Professionalism in human resource management
• Ambiguities in the role of HR practitioners
• Conflict in the HR contribution
• The qualities required by HR professionals
• Continuous professional development
• 7 The Impact of HRM on Performance
• Introduction
• The impact made by HRM
• How HRM strategies make an impact
• How HRM practices make an impact
• 8 International HRM
• Introduction
• International HRM defined
• Issues in international HRM
• Global HR policies and practices
• Managing expatriates
• 9 Corporate Social Responsibility
• Introduction
• Strategic CSR defined
• CSR activities
• The rationale for CSR
• Developing a CSR strategy
• 10 Human Resource Management Research Methods
• Introduction
• The nature of research
• Research philosophy
• Planning and conducting research programmes
• Literature reviews
• Quantitative and qualitative methods of research
• Methods of collecting data
• Processes involved in research
• Statistical analysis
• Part II Human Resource Management Processes
• 11 Competency-based HRM
• Introduction
• Types of competencies
• Competency frameworks
• Coverage of competencies
• Applications of competency-based HRM
• Developing a competency framework Competencies and emotional intelligence
• 12 Knowledge Management
• Introduction
• Knowledge management defined
• The concept of knowledge
• The purpose and significance of knowledge management
• Knowledge management strategies
• Knowledge management systems
• Knowledge management issues
• The contribution of HR to knowledge management
• 13 High-performance Work Systems
• Introduction
• High-performance culture
• High-performance work system defined
• Characteristics of a high-performance work system
• Components of an HPWS
• Impact of high-performance work systems
• Reservations about the impact of an HPWS
• Developing a high-performance work system
• Part III Work and Employment
• 14 Work
• Introduction
• The nature of work
• Organizational factors affecting work
• Changes in the pattern of employment
• The future of work
• 15 The Employment Relationship
• Introduction
• The employment relationship defined
• The basis of the employment relationship
• Employment relationship contracts
• What is happening to the employment relationship
• Managing the employment relationship
• Developing a high trust organization
• Theories explaining the employment relationship
• 16 The Psychological Contract
• Introduction
• The psychological contract defined
• The psychological contract and the employment relationship
• The significance of the psychological contract
• Changes to the psychological contract
• State of the psychological contract 2004
• How psychological contracts develop
• Developing and maintaining a positive psychological contract
• 17 The Essence of Organizational Behaviour
• Introduction
• Organizational behaviour defined
• Organizational behaviour defined
• Organization behaviour and the social and behavioural sciences
• Explaining organizational behaviour
• Factors affecting organizational behaviour
• The sources and applications of organization behaviour theory
• The significance of organizational behaviour theory
• Part IV Organizational Behaviour
• 18 Characteristics of People
• Introduction
• Individual differences
• Personal characteristics
• Types of behaviour
• Implications for HR specialists
• 19 Motivation
• Introduction
• Motivation defined
• Types of motivation
• Motivation theories
• Motivation and money
• Motivation strategies
• 20 Engagement and Commitment
• Introduction
• The concepts of engagement and commitment compared
• Employee engagement
• Organizational commitment
• The contribution of HR to developing commitment
• 21 How Organizations Function
• Introduction
• Organization theory
• Organization structure
• Types of organization
• Organizational processes
• 22 Organizational Culture
• Introduction
• Organizational culture defined
• Organizational climate defined
• How organizational culture develops
• The diversity of culture
• The components of culture
• Classifying organizational culture
• Assessing organizational culture
• Measuring organizational climate
• Appropriate cultures
• Supporting and changing cultures
• Part V Organization Design and Development
• 23 Organization Design
• Introduction
• The process of organizing
• Aims of organization design
• Conducting organization reviews
• Who does the work?
• 24 Organization Development
• Introduction
• Organization development defined
• Organization development programmes
• Assumptions and values of organization development
• Organization development activities
• 25 Change Management
• Introduction
• Types of change
• The change process
• Change models
• Resistance to change
• Implementing change
• Guidelines for change management
• Organizational transformation
• The role of HR in managing change
• 26 Job, Role, Competency and Skills Analysis
• Introduction
• Definitions
• Job analysis
• Job descriptions
• Role analysis and role profiles
• Generic role profiles
• Behavioural competency modelling
• Analysing technical competencies
• Skills analysis
• 27 Job and Role Design and Development
• Introduction (p. 00)
• Job design (p. 00)
• Role development
• Part VI People Resourcing
• 28 People Resourcing Strategy
• Introduction
• The objective of people resourcing strategy
• The strategic HRM approach to resourcing
• Integrating business and resourcing strategies
• The components of employee resourcing strategy
• Bundling resourcing strategies and activities
• 29 Human Resource Planning
• Introduction
• Human resource planning defined
• Aims of human resource planning
• Use of human resource planning
• Approaches to human resource planning
• 30 People Resourcing Practice
• Introduction
• Employee value proposition
• Employer brand
• Employee turnover
• Retention planning
• Absence management
• Flexibility planning
• 31 Recruitment and Selection
• Introduction
• The recruitment and selection process
• Defining requirements
• Attracting candidates
• Processing applications
• Selection methods
• Dealing with recruitment problems
• References and offers
• 32 Selection Interviewing
• Introduction
• Purpose
• The basis of an interview -- the person specification
• The nature of an interview -- obtaining the information
• Advantages and disadvantages of interviews
• Interviewing arrangements
• Preparation
• Planning an interview
• Types of interviews
• Interview techniques -- starting and finishing
• Interviewing techniques -- asking questions
• Selection interviewing skills
• Coming to a conclusion
• 33 Selection Tests
• Introduction
• Psychological tests
• Ability tests
• Characteristics of a good test
• Interpreting test results
• Choosing tests
• The use of tests in a selection procedure
• Good practice in psychological testing
• 34 Talent Management
• Introduction
• The meaning of talent management
• The process of talent management
• Developing a talent management strategy
• Management succession planning
• 35 Career Management
• Introduction
• Career management defined
• Aims
• Career stages
• Career development strategy
• Career management activities
• The process of career management
• Self-managed careers
• 36 Introduction to the Organization
• Introduction
• Induction: what it is and why it is important
• Reception
• Documentation
• Company induction -- initial briefing
• Introduction to the workplace
• Formal induction courses
• On-the-job induction training
• 37 Release from the Organization
• Introduction
• Redundancy
• Dismissal
• Retirement
• Part VII Performance Management
• 38 The Process of Performance Management
• Introduction
• Performance management defined
• Objectives of performance management
• Characteristics of performance management
• Underpinning theories
• The performance management cycle
• Conducting a performance review meeting
• Assessing performance
• Dealing with under-performers
• Introducing performance management
• Line managers and performance management
• 39 360-degree Feedback
• Introduction
• Use of 360-degree feedback
• 360-degree feedback - methodology
• 360-degree feedback -- advantages and disadvantages
• Development and implementation
• Part VIII Learning and Development
• 40 Learning and Development Strategy
• Introduction
• Features of a learning and development strategy
• Learning culture
• The learning organization
• The contribution of learning and development to organizational performance
• 41 The Process of Learning and Development
• Introduction
• Learning and development defined
• Elements of learning and development
• Approaches to learning and development
• Informal and formal learning
• E-learning
• Blended learning
• Self-directed learning
• Development
• Training
• 42 Learning and Development Programmes and Events
• Introduction
• The business case for learning and development
• Planning and delivering learning programmes and events
• Responsibility for the implementation of learning
• Identifying learning needs
• Evaluation of learning
• 43 How People Learn
• Introduction
• Learning defined
• The learning process
• Learning theory
• Learning styles
• Learning to learn
• The learning curve
• The motivation to learn
• The implications of learning theory and concepts
• 44 Organizational Learning
• Introduction
• Organizational learning defined
• The process of organizational learning
• Outcomes of organizational learning
• Outcomes of organizational learning
• Evaluative enquiry
• Organizational learning and the learning organization
• 45 Management Development
• Introduction
• Management development policy
• Management development strategy
• Approaches to management development
• The integrated approach to management development
• Responsibility for management development
• Criteria for management development
• Part IX Rewarding People
• 46 Reward Management
• Introduction
• Reward management defined
• The philosophy of reward management
• The reward system
• Total reward
• Reward strategy
• Reward management and line management capability
• 47 Job Evaluation
• Introduction
• Job evaluation defined
• Approaches
• Analytical job evaluation schemes
• Non-analytical schemes
• ]Market pricing
• Computer-aided job evaluation
• Choice of approach
• Designing an analytical point-factor job evaluation scheme
• Designing an analytical matching job evaluation scheme
• Equal pay considerations
• Conclusions
• 48 Market Rate Analysis
• Introduction
• The concept of a market rate
• Job matching
• Use of benchmark jobs
• Sources of market data
• Interpreting and presenting market rate data
• Using survey data
• 49 Grade and Pay Structures Introduction (p. 00)
• Definitions
• Types of grade and pay structure
• Designing grade and pay structures
• 50 Contingent Pay
• Introduction
• Contingent pay as a motivator
• Arguments for and against contingent pay
• Alternatives to contingent pay
• Criteria for success
• Performance-related pay
• Competency-related pay
• Contribution-related pay
• Skill-based pay
• Readiness for individual contingent pay
• Developing and implementing individual contingent pay
• Service-related pay
• Summary of individual contingent pay schemes
• Bonus schemes
• Team-based pay
• Organization-wide bonus schemes
• Choice of approach to contingent pay
• 51 Rewarding Special Groups Reward management for directors and executives
• Reward management for sales representatives
• Paying manual workers
• 52 Employee Benefits, Pensions and Allowances
• Employee benefits
• Pensions
• Communicating pensions policies
• Total reward statements
• Allowances
• 53 Managing Reward Systems
• Introduction
• Controlling reward
• Monitoring and evaluating reward policies and practices
• Conducting pay reviews
• Reward procedures
• Managing the development of reward systems
• Devolution to line managers of responsibility for reward
• Communicating to employees
• Part X Employee Relations
• 54 The Employee Relations Framework
• Introduction
• The basis of employee relations
• Industrial relations as a system of rules
• Regulations and rules in industrial relations
• Collective bargaining
• The unitary and pluralist views
• The concept of social partnership (p. 00)
• Individualism and collectivism
• Voluntarism and its decline
• The HRM approach to employee relations
• The context of industrial relations
• Developments in industrial relations
• The parties to employee relations
• 55 Employee Relations Processes Introduction (p. 00)
• Employee relations policies
• Employee relations strategies (p. 00)
• Employee relations climate
• Union recognition
• Collective bargaining arrangements
• Collective bargaining outcomes
• Informal employee relations processes
• Other features of the industrial relations scene (p. 00)
• Negotiating and bargaining
• Managing with unions
• Managing without trade unions
• The state of employment relations
• Handling employment issues
• 56 Employee Voice
• Introduction
• The meaning of employee voice
• The forms of employee voice
• The framework for employee voice (p. 00)
• Expression of employee voice
• Joint consultation
• Attitude surveys
• Suggestion schemes
• Effectiveness of employee involvement and participation
• Planning for voice
• EU Directives affecting employee voice procedures
• 57 Employee Communications
• Introduction
• The importance of employee communications
• What should be communicated?
• Communication methods
• Employee communication strategy
• Part XI Health, Safety and Employee Well-being
• 58 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
• 59 Employee Well-being Introduction (p. 00)
• Significance of the work environment
• Services for individuals
• Group employee services
• Part XII HR Policies, Procedures and Systems
• 60 HR Policies
• Introduction
• Why have HR policies?
• Overall HR policy
• Specific HR policies
• Formulating HR policies
• Implementing HR policies
• 61 HR Procedures What are HR procedures?
• Capability procedure
• Disciplinary procedure
• Grievance procedure (p. 00)
• Redundancy procedure
• 62 HR Information Systems
• Introduction
• Reasons for introducing an HRIS
• The functions of an HRIS (p. 00)
• Features of an HRIS
• Introducing an HRIS
• Appendices
• A Example of Employee Engagement and Commitment Survey
• B Example of Performance Management Survey
• C Example of Reward Survey
• D Learning and Development Activities and Methods
• E HRM Research Methods
• Web Addresses
• Subject/Author Index

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