Armstrong's Handbook of Strategic Human Resource Management

Improve Business Performance Through Strategic People Management
7th Auflage
ISBN: 978-1-78966-174-3
Verlag: Kogan Page

Buch, Englisch, 312 Seiten, Format (B × H): 156 mm x 234 mm, Gewicht: 617 g

Armstrong's Handbook of Strategic Human Resource Management is a complete guide to integrating HR strategies with wider organizational goals and objectives approaches to achieve sustained competitive advantage.

Supported by key learning summaries, source reviews and practical real-life examples from organizations including UNICEF and General Motors (GM), this book provides coverage of HRM strategies in key areas of the function such as employee engagement, talent management and learning and development, as well as strategic HRM approaches in an international context.

This fully revised seventh edition of Armstrong's Handbook of Strategic Human Resource Management contains new chapters on evidence-based strategic HRM, employee wellbeing strategies and HR analytics, as well as additional case studies and updated wider content to reflect the latest research and thinking. It remains an indispensable resource for both professionals and those studying HR qualifications, including undergraduate and masters degrees and the CIPD's advanced level qualifications. Online supporting resources include lecture slides and comprehensive handbooks for lecturers and students which include self-assessment questions, case study exercises, and a glossary and literature review.

Autoren/Hrsg.

Armstrong, Michael

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Personalwesen, Human Resource Management

Inhaltsverzeichnis

Chapter - 00: Introduction; Section - ONE: Strategic human resource management (SHRM); Chapter - 01: Human resource management; Chapter - 02: Strategic management; Chapter - 03: The concept of strategic human resource management; Chapter - 04: The evolution of SHRM; Chapter - 05: The reality of SHRM; Section - TWO: People strategy in general; Chapter - 06: The concept of people management; Chapter - 07: The nature and practice of people strategy; Chapter - 08: Developing people strategy; Chapter - 09: Implementing people strategy; Chapter - 10: The strategic role of people professionals; Section - THREE: Specific people strategies; Chapter - 11: Organization development strategy; Chapter - 12: Human capital management strategy; Chapter - 13: Knowledge management strategy; Chapter - 14: Corporate social responsibility strategy; Chapter - 15: Organizational performance strategy; Chapter - 16: Individual performance strategy; Chapter - 17: Digital strategy for people management; Chapter - 18: Employee engagement strategy; Chapter - 19: Resourcing strategy; Chapter - 20: Talent management strategy; Chapter - 21: Diversity and inclusion strategy; Chapter - 22: Learning and development strategy; Chapter - 23: Reward strategy; Chapter - 24: Employment relationships strategy; Chapter - 25: Employee wellbeing strategy; Chapter - 26: International people management strategy;

Über Autor(innen)

Armstrong, Michael
Michael Armstrong is the UK's bestselling author of Human Resource Management books including Armstrong's Handbook of Human Resource Management Practice, Armstrong's Handbook of Strategic Human Resource Management, Armstrong's Handbook of Reward Management Practice and Armstrong's Handbook of Performance Management and several other titles published by Kogan Page. His books have sold over a million copies and have been translated into twenty-one languages.

Michael Armstrong is a Companion and former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD), a managing partner of E-Reward and an independent management consultant. Prior to this he was an HR director of a publishing company. He is based in London, UK.

Michael Armstrong is the UK's bestselling author of HRM books. With over a million copies sold, his books have been translated into twenty-one languages. He is managing partner of E-Reward and was previously a chief examiner of the Chartered Institute of Personnel and Development (CIPD).