Armstrong's handbook of human resource management practice [electronic book] / Michael Armstrong.

By: Armstrong, Michael, 1928- [author].

Material type: materialTypeLabel

BookPublisher: London ; Philadelphia : Kogan Page, [2020]Copyright date: ©2020Edition: 15th edition.Description: online resource (xxxiv, 766 pages) : color illustrations.Content type: text Media type: computer Carrier type: online resourceISBN: 9781789661033 (hardback); 9780749498276 (paperback); 9780749498283 (e-book).Other title: Handbook of human resource management practice.Subject(s): Personnel management -- Handbooks, manuals, etc

DDC classification: 658.3 Online resources: E-book

Contents:

Fundamentals of human resource management -- Delivering HRM -- Human resource management processes -- Organization -- Factors affecting the behaviour of people at work -- People resource -- Employment practices -- Learning and development -- Performance management -- Reward management -- Employment relations -- Employee wellbeing -- HRM policies and practices and employment law -- People management skills.

List(s) this item appears in: E-BOOK LIST

Holdings
Item type	Current library	Call number	Status	Notes	Date due	Barcode	Item holds
e-BOOK	MTU Bishopstown Library eBook	658.3 (Browse shelf(Opens below))	Not for loan	MTU Cork Module MGMT6004 - Core reading, MTU Cork Module MGMT6007 - Core reading, MTU Cork Module MGMT6011 - Core reading, MTU Cork Module MGMT7040 - Core reading, MTU Cork Module MGMT8062 - Core reading, MTU Cork Module MGMT6051 - Supplementary reading, MTU Cork Module MGMT7044 - Supplementary reading, MTU Cork Module MGMT7082 - Supplementary reading.
e-BOOK	MTU Bishopstown Library eBook	658.3 (Browse shelf(Opens below))	Not for loan	MTU Cork Module MGMT6004 - Core reading, MTU Cork Module MGMT6007 - Core reading, MTU Cork Module MGMT6011 - Core reading, MTU Cork Module MGMT7040 - Core reading, MTU Cork Module MGMT8062 - Core reading, MTU Cork Module MGMT6051 - Supplementary reading, MTU Cork Module MGMT7044 - Supplementary reading, MTU Cork Module MGMT7082 - Supplementary reading.

Total holds: 0

Enhanced descriptions from Syndetics:

Armstrong's Handbook of Human Resource Management Practice is the bestselling and definitive resource for HRM students and professionals, which helps readers to understand and implement HR in relation to the needs of the business. This book covers in-depth all of the areas essential to the HR function such as employment law, employee relations, learning and development, performance management and reward, as well as the HR skills needed to ensure professional success, including leadership, managing conflict, interviewing and using statistics. Illustrated throughout in full colour and with a range of pedagogical features to consolidate learning (e.g. source review boxes, key learning points, summaries and case studies from international organizations such as IBM, HSBC and Johnson and Johnson), this fully updated 15th edition includes new chapters on the HRM role of line managers, evidence-based HRM, e-HRM and the gender pay gap, further case studies and updated content covering the latest research and developments.Armstrong's Handbook of Human Resource Management Practice is aligned with the Chartered Institute of Personnel and Development (CIPD) profession map and standards and is suited to both professionals and students of both undergraduate degrees and the CIPD's level 5 and 7 professional qualifications. Online supporting resources include comprehensive handbooks for lecturers and students, lecture slides, all figures and tables, toolkits, and a literature review, glossary and bibliography.

Includes bibliographical references and indexes.

MTU CORK Module MGMT 6004 - Core reading.

MTU CORK Module MGMT 6007 - Core reading.

MTU CORK Module MGMT 6011 - Core reading.

MTU CORK Module MGMT 7040 - Core reading.

MTU CORK Module MGMT 8062 - Core reading.

MTU CORK MMGMT 6051 - Supplementary reading.

MTU CORK Module MGMT 7044 - Supplementary reading.

MTU CORK Module MGMT 7082 - Supplementary reading.

Electronic reproduction.: ProQuest LibCentral. Mode of access: World Wide Web.

Excerpt 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 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 00; Job design 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 Excerpted from Armstrong's Handbook of Human Resource Management Practice by Michael Armstrong All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.

Author notes provided by Syndetics

Michael Armstrong is the UK's bestselling author of HRM books. With over a million copies sold, his books have been translated into 21 languages. He is managing partner of e-reward and was previously a chief examiner of the Chartered Institute of Personnel and Development (CIPD). He is the author of a number of other books on HR published by Kogan Page.Stephen Taylor, Chartered CCIPD, is a senior lecturer in Human Resource Management at the University of Exeter Business School and a chief examiner for the CIPD. Before his academic career, he worked in a variety of management roles in the hotel industry and in the NHS.