Armstrong's essential human resource management practice: a guide to people management
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London [u.a.]
Kogan Page
2010
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | VIII, 424 S. graph. Darst. |
| ISBN: | 9780749459895 |
Internformat
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| 246 | 1 | 3 | |a Essential human resource management practice |
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Datensatz im Suchindex
| _version_ | 1804145730548400128 |
|---|---|
| adam_text | Titel: Armstrong s essential human resource management practice
Autor: Armstrong, Michael
Jahr: 2010
Contents
Introduction 1
Part I Human Resource Management 5
1. The Practice of Human Resource Management 7
Introduction 8; The philosophy of HRM 8; The purpose of HRM 9;
The diversity of HRM 10; HRM as a system 11; The context of HRM 12;
The ethical dimension 14; The impact of HRM on performance 15;
The HRM role of line managers 15; The role of the HR function 19;
The role of HR practitioners 21; Critical evaluation of the concept of
HRM 28; Key learning points 30; Questions 31; References 31
2. Strategic Human Resource Management 34
Introduction 35; The conceptual basis of strategic HRM 35; Strategic
HRM defined 37; The resource-based view of strategic HRM 39;
Strategic fit 41; Perspectives on strategic HRM 41; HR strategies 47;
Critical evaluation of the concept of strategic HRM 50; Key learning
points 52; Questions 54; References 54
3. HR Policies and Procedures 57
Introduction 57; HR policies 57; HR procedures 66; Key learning points 69;
Questions 70; References 70
4. Human Capital Management 71
Introduction 72; Human capital management defined 72; The concept
of human capital 72; Human capital measurement 74; Human capital
reporting 80; Key learning points 81; Questions 82; References 83
5. Knowledge Management 84
Introduction 84; Knowledge management denned 85; The concept of
knowledge 86; The purpose and significance of knowledge management 87;
Knowledge management strategies 87; Knowledge management systems 88;
Knowledge management issues 90; Key learning points 91; Questions 93;
References 93
vi Contents
6. Corporate Social Responsibility 95
Introduction 95; Strategic CSR defined 96; CSR activities 96; The rationale
for CSR 98; Developing a CSR strategy 99; Key learning points 100;
Questions 100; References 101
7. International HRM 103
Introduction 103; International HRM defined 104; Issues in international
HRM 104; Global HR policies and practices 109; Managing expatriates 109;
Key learning points 114; Questions 116; References 116
Part II Organizations and People 119
8. Organizational Behaviour 121
Introduction 122; Organizational behaviour defined 122; The sources and
applications of organizational behaviour theory 122; How organizations
function 123; Organizational processes 126; Organizational culture 128;
Organization design 129; Characteristics of people 130; Motivation 136;
The psychological contract 144; Organization development 146; Key
learning points 147; Questions 149; References 150
9. Employee Engagement 153
Introduction 153; The meaning of employee engagement 154; Discretionary
behaviour 157; Why engagement is important 158; Drivers of engagement 158;
Enhancing engagement 159; Enhancing organizational engagement 163; Key
learning points 165; Questions 165; References 165
Part III HRM Practice 167
10. Competency-based HRM 169
Introduction 170; Types of competencies 170; Competency frameworks 171;
Applications of competency-based HRM 171; Behavioural competency
modelling 174; Keys to success in using competencies 175; Key learning
points 175; Questions 176; References 177
11. Job and Role Analysis and Design 178
Introduction 179; Job and role analysis 179; Job design 181; Role
development 183; Key learning points 183; Questions 184; References 185
12. People Resourcing 186
Introduction 187; People resourcing strategy 187; Human resource
planning 189; Recruitment and selection 192; Selection methods 195;
Contents vii
Retention planning 198; Talent management 203; Flexibility planning 208;
Absence management 210; Key learning points 212; Questions 213;
References 214
13. Learning and Development 216
Introduction 217; Learning and development defined 217; Learning
and development strategy 219; Learning culture 219; The learning
organization 220; Organizational learning 221; How people learn 223;
Approaches to learning and development 226; Development 228;
Training 230; Blended learning 232; Planning and delivering learning
programmes and events 232; Identifying learning needs 235; Evaluation
of learning 238; Management and leadership development 239; Key
learning points 242; Questions 244; References 244
14. Managing Performance 246
Introduction 247; The meaning of performance 247; Influences on
performance 248; High-performance cultures 250; High-performance
work systems 251; Managing organizational performance 253; Managing
team performance 257; Managing individual performance 259;
Key learning points 262; Questions 263; References 263
15. Reward Management 266
Introduction 267; Reward management defined 267; Aims of reward
management 267; The reward management framework 268; The reward
package 268; Reward systems 268; Strategic reward 271; Total rewards 273;
Financial rewards 275; Non-financial rewards 279; Job evaluation 279;
Market pricing 281; Grade and pay structures 282; Pay progression 287;
Recognition schemes 289; Employee benefits 289; Key learning points 289;
Questions 291; References 291
16. Employee Relations 293
Introduction 294; The employment relationship 294; Underpinning
employment relations philosophies 297; Employee relations policies 298;
Managing employee relations 299; Collective bargaining 301; Collective
agreements 302; Dispute resolution 304; Employee voice 305;
Communications 307; Key learning points 308; Questions 310;
References 310
17. Employee Well-being 312
Introduction 313; Managing the work environment 313; Health and safety
management 315; Key learning points 320; Questions 322; References 322
viii Contents
Part IV People Management Skills 323
18. Managing Change 325
Introduction 325; The change process 325; Change models 326; Resistance
to change 327; Implementing change 329; Guidelines for change
management 329; References 330
19. Leadership Skills 331
What leadership involves 331; Leaders and followers 333; Ulrichs
leadership brand 333; Leadership styles 334; What makes a good
leader 335; Leadership and emotional intelligence 335; Developing
leadership skills 336; References 338
20. Selection Interviewing Skills 339
The nature of a selection interview 339; The content of an interview 340;
Preparing for the interview 341; Planning the interview 342; Interviewing
techniques - asking questions 343; Key interviewing skills 349; Coming
to a conclusion 351
21. Performance Management Skills 354
Setting objectives 354; Formal review meetings 357; Guidelines on
providing feedback 361
22. Learning and Development Skills 364
Induction training 364; Continuous learning 364; Personal development
planning 365; Coaching 366; Mentoring 367; Job instruction 368
23. Managing Conflict 370
Introduction 370; Managing inter-group conflict 370; Managing conflict
between individuals 371; The role of the third party in managing
conflict 373; Conclusion 374; References 375
24. Handling People Problems 376
Absenteeism 376; Disciplinary issues 378; Negative behaviour 380; Poor
timekeeping 384; Underperformance 385
Appendix: HRM Research Methods 386
Author index 410
Subject index 415
This book is accompanied by additional online material To access these resources go to
www.koganpage.com/resouxces and under Academic Resources click on either Student
Resources or Lecturer Resources as appropriate.
|
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| discipline | Wirtschaftswissenschaften |
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| isbn | 9780749459895 |
| language | English |
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| spelling | Armstrong, Michael 1928- Verfasser (DE-588)13143683X aut Armstrong's essential human resource management practice a guide to people management Michael Armstrong Essential human resource management practice London [u.a.] Kogan Page 2010 VIII, 424 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Personnel management Handbooks, manuals, etc Erscheint auch als Online-Ausgabe 978-0-7494-5990-1 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=022578401&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Armstrong, Michael 1928- Armstrong's essential human resource management practice a guide to people management Personnel management Handbooks, manuals, etc |
| title | Armstrong's essential human resource management practice a guide to people management |
| title_alt | Essential human resource management practice |
| title_auth | Armstrong's essential human resource management practice a guide to people management |
| title_exact_search | Armstrong's essential human resource management practice a guide to people management |
| title_full | Armstrong's essential human resource management practice a guide to people management Michael Armstrong |
| title_fullStr | Armstrong's essential human resource management practice a guide to people management Michael Armstrong |
| title_full_unstemmed | Armstrong's essential human resource management practice a guide to people management Michael Armstrong |
| title_short | Armstrong's essential human resource management practice |
| title_sort | armstrong s essential human resource management practice a guide to people management |
| title_sub | a guide to people management |
| topic | Personnel management Handbooks, manuals, etc |
| topic_facet | Personnel management Handbooks, manuals, etc |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=022578401&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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