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The Resource A handbook of human resource management practice, Michael Armstrong

A handbook of human resource management practice, Michael Armstrong

Label
A handbook of human resource management practice
Title
A handbook of human resource management practice
Statement of responsibility
Michael Armstrong
Title variation
Human resource management practice
Creator
Subject
Genre
Language
eng
Cataloging source
DLC
http://library.link/vocab/creatorDate
1928-
http://library.link/vocab/creatorName
Armstrong, Michael
Illustrations
illustrations
Index
index present
Literary form
non fiction
Nature of contents
  • bibliography
  • handbooks
http://library.link/vocab/subjectName
  • Personnel management
  • Personeelsmanagement
Label
A handbook of human resource management practice, Michael Armstrong
Instantiates
Publication
Bibliography note
Includes bibliographical references (p. [911]-951) and indexes
Contents
  • 1.
  • Human resource management.
  • p. 3
  • 2.
  • Human capital management.
  • p. 29
  • 3.
  • Role of the HR function.
  • p. 53
  • 4.
  • role of the HR practitioner.
  • p. 71
  • 5.
  • Role of the front-line manager.
  • p. 93
  • 6.
  • International HRM.
  • p. 99
  • 7.
  • Strategic HRM.
  • p. 113
  • 8.
  • HR strategies.
  • p. 123
  • 9.
  • Developing and implementing HR strategies.
  • p. 131
  • 10.
  • HRM policies.
  • p. 147
  • 11.
  • Competency-based HRM.
  • p. 159
  • 12.
  • Knowledge management.
  • p. 173
  • 13.
  • Analysing roles, competencies and skills.
  • p. 181
  • 14.
  • nature of work.
  • p. 205
  • 15.
  • employment relationship.
  • p. 215
  • 16.
  • psychological contract.
  • p. 225
  • 17.
  • Characteristics of people.
  • p. 239
  • 18.
  • Motivation.
  • p. 251
  • 19.
  • Organizational commitment and engagement.
  • p. 271
  • 20.
  • How organizations function.
  • p. 283
  • 21.
  • Organizational culture.
  • p. 303
  • 22.
  • Organization design.
  • p. 319
  • 23.
  • Job design and role development.
  • p. 327
  • 24.
  • Organizational development, change and transformation.
  • p. 337
  • 25.
  • Human resource planning.
  • p. 363
  • 26.
  • Talent management.
  • p. 389
  • 27.
  • Recruitment and selection.
  • p. 409
  • 28.
  • Selection interviewing.
  • p. 439
  • 29.
  • Selection tests.
  • p. 461
  • 30.
  • Introduction to the organization.
  • p. 471
  • 31.
  • Release from the organization.
  • p. 479
  • 32.
  • basis of performance management.
  • p. 495
  • 33.
  • process of performance management.
  • p. 503
  • 34.
  • 360-degree feedback.
  • p. 521
  • 35.
  • Strategic human resource development.
  • p. 533
  • 36.
  • Organizational learning and the learning organization.
  • p. 539
  • 37.
  • How people learn.
  • p. 549
  • 38.
  • Learning and development.
  • p. 559
  • 39.
  • E-learning.
  • p. 583
  • 40.
  • Management development.
  • p. 591
  • 41.
  • Formulating and implementing learning and development strategies.
  • p. 607
  • 42.
  • Reward management.
  • p. 623
  • 43.
  • Strategic reward.
  • p. 643
  • 44.
  • Job evaluation.
  • p. 659
  • 45.
  • Market rate analysis.
  • p. 681
  • 46.
  • Grade and pay structures.
  • p. 689
  • 47.
  • Contingent pay.
  • p. 707
  • 48.
  • Employee benefits, pensions and allowances.
  • p. 729
  • 49.
  • Managing reward systems.
  • p. 737
  • 50.
  • framework of employee relations.
  • p. 753
  • 51.
  • Employee relations processes.
  • p. 773
  • 52.
  • Negotiating and bargaining.
  • p. 795
  • 53.
  • Employee voice.
  • p. 807
  • 54.
  • Communications.
  • p. 817
  • 55.
  • Health and safety.
  • p. 829
  • 56.
  • Welfare services.
  • p. 845
  • 57.
  • Employment practices.
  • p. 857
  • 58.
  • HRM procedures.
  • p. 879
  • 59.
  • Computerized human resource information systems.
  • p. 889
Control code
ocm62282248
Dimensions
25 cm.
Edition
10th ed.
Extent
xxvi, 982 p.
Isbn
9780749446314
Lccn
2005032487
Other physical details
ill.
Label
A handbook of human resource management practice, Michael Armstrong
Publication
Bibliography note
Includes bibliographical references (p. [911]-951) and indexes
Contents
  • 1.
  • Human resource management.
  • p. 3
  • 2.
  • Human capital management.
  • p. 29
  • 3.
  • Role of the HR function.
  • p. 53
  • 4.
  • role of the HR practitioner.
  • p. 71
  • 5.
  • Role of the front-line manager.
  • p. 93
  • 6.
  • International HRM.
  • p. 99
  • 7.
  • Strategic HRM.
  • p. 113
  • 8.
  • HR strategies.
  • p. 123
  • 9.
  • Developing and implementing HR strategies.
  • p. 131
  • 10.
  • HRM policies.
  • p. 147
  • 11.
  • Competency-based HRM.
  • p. 159
  • 12.
  • Knowledge management.
  • p. 173
  • 13.
  • Analysing roles, competencies and skills.
  • p. 181
  • 14.
  • nature of work.
  • p. 205
  • 15.
  • employment relationship.
  • p. 215
  • 16.
  • psychological contract.
  • p. 225
  • 17.
  • Characteristics of people.
  • p. 239
  • 18.
  • Motivation.
  • p. 251
  • 19.
  • Organizational commitment and engagement.
  • p. 271
  • 20.
  • How organizations function.
  • p. 283
  • 21.
  • Organizational culture.
  • p. 303
  • 22.
  • Organization design.
  • p. 319
  • 23.
  • Job design and role development.
  • p. 327
  • 24.
  • Organizational development, change and transformation.
  • p. 337
  • 25.
  • Human resource planning.
  • p. 363
  • 26.
  • Talent management.
  • p. 389
  • 27.
  • Recruitment and selection.
  • p. 409
  • 28.
  • Selection interviewing.
  • p. 439
  • 29.
  • Selection tests.
  • p. 461
  • 30.
  • Introduction to the organization.
  • p. 471
  • 31.
  • Release from the organization.
  • p. 479
  • 32.
  • basis of performance management.
  • p. 495
  • 33.
  • process of performance management.
  • p. 503
  • 34.
  • 360-degree feedback.
  • p. 521
  • 35.
  • Strategic human resource development.
  • p. 533
  • 36.
  • Organizational learning and the learning organization.
  • p. 539
  • 37.
  • How people learn.
  • p. 549
  • 38.
  • Learning and development.
  • p. 559
  • 39.
  • E-learning.
  • p. 583
  • 40.
  • Management development.
  • p. 591
  • 41.
  • Formulating and implementing learning and development strategies.
  • p. 607
  • 42.
  • Reward management.
  • p. 623
  • 43.
  • Strategic reward.
  • p. 643
  • 44.
  • Job evaluation.
  • p. 659
  • 45.
  • Market rate analysis.
  • p. 681
  • 46.
  • Grade and pay structures.
  • p. 689
  • 47.
  • Contingent pay.
  • p. 707
  • 48.
  • Employee benefits, pensions and allowances.
  • p. 729
  • 49.
  • Managing reward systems.
  • p. 737
  • 50.
  • framework of employee relations.
  • p. 753
  • 51.
  • Employee relations processes.
  • p. 773
  • 52.
  • Negotiating and bargaining.
  • p. 795
  • 53.
  • Employee voice.
  • p. 807
  • 54.
  • Communications.
  • p. 817
  • 55.
  • Health and safety.
  • p. 829
  • 56.
  • Welfare services.
  • p. 845
  • 57.
  • Employment practices.
  • p. 857
  • 58.
  • HRM procedures.
  • p. 879
  • 59.
  • Computerized human resource information systems.
  • p. 889
Control code
ocm62282248
Dimensions
25 cm.
Edition
10th ed.
Extent
xxvi, 982 p.
Isbn
9780749446314
Lccn
2005032487
Other physical details
ill.

Library Locations

    • Sydney Jones LibraryBorrow it
      Chatham Street, Liverpool, L7 7BD, GB
      53.403069 -2.963723
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