Armstrong's Handbook of Human Resource Management Practice

A Guide to the Theory and Practice of People Management
17. Revised Auflage 2026
ISBN: 978-1-3986-2210-4
Verlag: Kogan Page Ltd

Buch, Englisch, 760 Seiten, Format (B × H): 253 mm x 198 mm, Gewicht: 1486 g

Armstrong's Handbook of Human Resource Management Practice is the definitive resource for HRM students and professionals, to understand and implement all things HR. This book provides detailed coverage of all areas essential to the HR function such as employment law, employee relations, learning and development, performance management and reward management. It also covers the HR skills needed to ensure professional success, including leadership, managing conflict, interviewing and using statistics. It is illustrated throughout in full colour and has a range of pedagogical features to consolidate learning such as source review boxes, key learning points and real world examples from international organizations such as IBM, HSBC and Johnson and Johnson. This fully updated 17th edition includes new chapters on AI, systems thinking and necessary hard and soft skills in HRM practices. Updates are included throughout to reflect the changes throughout the realm of HR, such as talent management, hybrid working and employee wellbeing. Armstrong's Handbook of Human Resource Management Practice is suited to both professionals and students of undergraduate and postgraduate degrees. It is aligned with the Chartered Institute of Personnel and Development (CIPD) profession map so can be used by those studying Level 5 and Level 7 qualifications. Online supporting resources include comprehensive handbooks for lecturers and students, lecture slides, toolkits, and a literature review, glossary and bibliography.

Autoren/Hrsg.

Armstrong, Michael

Taylor, Stephen

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Personalwesen, Human Resource Management

Inhaltsverzeichnis

• Section - ONE: Fundamentals of human resource management;
• • Chapter - 01: The essence of HRM;
  • Chapter - 02: Human capital management;
  • Chapter - 03: The context of HRM;
  • Chapter - 04: The future of work;
  • Chapter - 05: HRM and organizational performance;
  • Chapter - 06: The ethical dimension of HRM;
  • Chapter - 07: Corporate social responsibility;
• Section - TWO: The strategic approach to HRM;
• • Chapter - 08: Strategic HRM;
  • Chapter - 09: HR strategy;
• Section - THREE: Delivering HR;
• • Chapter - 10: The role of HR;
  • Chapter - 11: The HRM role of line managers;
• Section - FOUR: Human resource management processes;
• • Chapter - 12: Evidence-based HRM;
  • Chapter - 13: HR analytics;
  • Chapter - 14: Digital HRM;
  • Chapter - 15: Knowledge Management;
  • Chapter - 16: AI in HRM
• Section - FIVE: Organization;
• • Chapter - 17: Organizational behaviour;
  • Chapter - 18: Organizational design;
  • Chapter - 19: Work design;
  • Chapter - 20: Job design;
  • Chapter - 21: Organizational development;
• Section - SIX: Factors affecting the behaviour of people at work;
• • Chapter - 22: Ability, motivation and opportunity;
  • Chapter - 23: Commitment;
  • Chapter - 24: Employee engagement;
• Section - SEVEN: People resourcing;
• • Chapter - 25: Resourcing strategy;
  • Chapter - 26: Workforce Planning;
  • Chapter - 27: Recruitment and selection;
  • Chapter - 28: Skill-based Recruitment;
  • Chapter - 29: Talent Management;
• Section - EIGHT: Employment practices;
• • Chapter - 30: The employee experience;
  • Chapter - 31: Managing employment;
  • Chapter - 32: Managing diversity and inclusion;
  • Chapter - 33: Managing flexibility;
  • Chapter - 34: Managing home and hybrid working;
• Section - NINE: Learning and development;
• • Chapter - 35: The basis of learning and development;
  • Chapter - 36: Strategic learning and development;
  • Chapter - 37: Organisational learning and the learning organization;
  • Chapter - 38: Individual learning;
  • Chapter - 39: The practice of learning and development;
  • Chapter - 40: The practice of learning and development;
  • Chapter - 41: Leadership and management development;
• Section - TEN: Performance management;
• • Chapter - 42: The basis of performance management;
  • Chapter - 43: Performance management;
  • Chapter - 44: Performance leadership;
• Section - ELEVEN: Reward management;
• • Chapter - 45: The bases of reward management;
  • Chapter - 46: Reward strategy;
  • Chapter - 47: The practice of reward management;
  • Chapter - 48: Managing reward for special groups;
  • Chapter - 49: Reducing the gender pay gap;
• Section - TWELVE: Employment relations;
• • Chapter - 50: The basis of employment relations;
  • Chapter - 51: Employment relations strategy;
  • Chapter - 52: The employment relationship;
  • Chapter - 53: The psychological contract;
  • Chapter - 54: The practice of industrial relations;
  • Chapter - 55: Employee voice;
  • Chapter - 56: Employee communications;
• Section - THIRTEEN: Employee wellbeing;
• • Chapter - 57: Principles and practice of employee wellbeing;
  • Chapter - 58: Health and Safety;
• Section - FOURTEEN: HR practices;
• • Chapter - 59: HR policies;
  • Chapter - 60: HR procedures;
  • Chapter - 61: Dealing with the legal aspects of employment;
• Section - FIFTEEN: International HRM;
• • Chapter - 62: The basis of international HRM;
  • Chapter - 63: The practice of international HRM;
  • Chapter - 64: Managing expatriates;
• Section - SIXTEEN: People management skills and competencies;
• • Chapter - 65: Strategic people management skills;
  • Chapter - 66: Business skills;
  • Chapter - 67: Dealing with business issues from an HR perspective;
  • Chapter - 68: Problem-solving and decision-making;
  • Chapter - 69: Analytical and critical skills;
  • Chapter - 70: Research skills;
  • Chapter - 71: Statistical skills;
  • Chapter - 72: Selection interviewing skills;
  • Chapter - 73: Job, role and skills analysis and competency modelling;
  • Chapter - 74: Learning and development skills;
  • Chapter - 75: Negotiating skills;
  • Chapter - 76: Change management;
  • Chapter - 77: Influencing skills;
  • Chapter - 78: Leadership;
  • Chapter - 79: Handling people problems;
  • Chapter - 80: Handling challenging conversations;
  • Chapter - 81: Managing conflict;
  • Chapter - 82: Recruitment-based skills;
  • Chapter - 83: Political skills;
  • Chapter - 84: Project management;
• Section - SEVENTEEN: Conclusion;
• • Chapter - 85: Trends in HRM

Über Autor(innen)

Taylor, Stephen
<b>Stephen Taylor, </b>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. He is also a widely published author, having co-authored <i>Armstrong's Handbook of Human Resource Management Practice</i>, also published by Kogan Page.

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

<b>Michael Armstrong</b> is a Companion and former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD), the co-founder and a managing partner of E-Reward, one of the UK's first websites dedicated solely to reward management. Prior to this he was an HR director of a publishing company and an independent management consultant. He is based in London, UK.</p>

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. Based in London, UK, he is managing partner of E-Reward and was previously a chief examiner of the Chartered Institute of Personnel and Development (CIPD). 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.