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Armstrong's Handbook of Human Resource Management Practice 15th Revised edition [Minkštas viršelis]

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  • Formatas: Paperback / softback, 800 pages, aukštis x plotis x storis: 245x190x30 mm, weight: 1330 g
  • Išleidimo metai: 03-Jan-2020
  • Leidėjas: Kogan Page Ltd
  • ISBN-10: 0749498277
  • ISBN-13: 9780749498276
Kitos knygos pagal šią temą:
Armstrong's Handbook of Human Resource Management Practice 15th Revised editionDidesnis paveikslėlis
  • Formatas: Paperback / softback, 800 pages, aukštis x plotis x storis: 245x190x30 mm, weight: 1330 g
  • Išleidimo metai: 03-Jan-2020
  • Leidėjas: Kogan Page Ltd
  • ISBN-10: 0749498277
  • ISBN-13: 9780749498276
Kitos knygos pagal šią temą:
Pastovi nuoroda: https://www.kriso.lt/db/9780749498276.html
Raktažodžiai:

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. It 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.



Gain a complete understanding of how to develop all the key areas of the HR function with this one-stop shop handbook by the UK's bestselling HRM author.

Recenzijos

"There is a reason why Michael Armstrong's HR books represent a gold standard: they are both thorough and academically rigorous but benefit from real world experience and an informed perspective on practice." * Robert Jeffrey, Editor, People Management magazine * "Armstrong's authoritative handbook continues to be a paragon of HR texts. The new edition of this indubitably vital HR resource for students, tutors and practitioners alike, follows a tried and trusted, coherent format." * Lezlee-Jayne Stones, Associate Professor and School Director of Teaching & Learning, University of Lincoln * "This comprehensive book is a major resource and gives the reader both an in-depth and detailed view of all major assignments that the HR Manager will encounter in the work setting. It is also a valuable asset for the student of HR Management" * Thordur S. Oskarsson Ph.D. Adjunct Professor, School of Business, University of Iceland * "Armstrong and Taylor's text provides comprehensive and user-friendly coverage of key concepts and models of HRM, HRM processes and applications together with related delivery strategies. This 16th edition extends and updates earlier versions, and is testimony to its enduring relevance and appeal." * John Simmons, Lecturer, University of Liverpool Management School * "A detailed, yet accessible text suitable for all levels. This latest edition further establishes its position as the 'go to' text for HR students, academics and practitioners alike. I highly recommend it." * Dr. Edward OConnor, Assistant Professor, Maynooth University School of Business * "Michael Armstrong could well be offering the definitive text in the field...an excellent book." * The Times Higher Education Supplement (about a previous edition) * "Topical, comprehensive, well-informed and student-friendly." * Dr Izabela Robinson, Senior Lecturer Human Resource Management, Northampton Business School (about a previous edition) * "The gold standard when it comes to HRM texts." * Connie Nolan, Senior Lecturer at Canterbury Christ Church University (about a previous edition) * "If any book is a contender for one of the standard references of the HR profession, this is it...it covers just about everything that might be considered broadly relevant to practising HR." * Personnel Today (about a previous edition) * "Armstrong's approach to HRM is sufficiently academic but tempered with good practice and common sense." * Dr Janet Astley, Senior Lecturer, York St John Business School (about a previous edition) * "This book [ is] a must-read for everyone who has a strong interest in the management of human resources" * Niki Kyriakidou, Leeds Business School, on behalf of the International Journal of Training and Development (about a previous edition) *

List of figures xxix
List of tables xxxi
Preface xxxiii
Part I Fundamentals of human resource management 1(90)
1 Human resource management
3(22)
Introduction
3(1)
HRM: meaning and issues
3(2)
The development of the HRM concept
5(1)
HRM philosophy
6(1)
The goals of HRM
7(1)
HRM standards
8(1)
The theoretical base of HRM
8(1)
Models of HRM
9(3)
Perspectives on HRM
12(1)
The HR system
13(2)
The impact of HRM
15(1)
HRM - today
16(1)
HRM - the future
16(1)
The concept of people management
17(4)
References
21(4)
2 Strategic HRM
25(12)
Introduction
25(1)
The nature of strategic human resource management
25(2)
Strategic fit
27(3)
The resource-based view of SHRM
30(2)
Critical evaluation of the concept of SHRM
32(2)
References
34(3)
3 HR strategy
37(12)
Introduction
37(1)
The nature of HR strategy
37(1)
Approaches to the formulation of HR strategy
38(3)
Developing HR strategy
41(4)
Implementing HR strategy
45(2)
References
47(2)
4 Human capital management
49(7)
Introduction
49(1)
Human capital management defined
49(1)
The concept of human capital
50(1)
The constituents of human capital
51(1)
Measuring human capital
51(2)
Approaches to people management raised by human capital theory
53(2)
References
55(1)
5 The context of HRM
56(7)
Introduction
56(1)
Environmental factors
56(1)
What's happening to work?
57(2)
The labour market
59(3)
References
62(1)
6 HRM and performance
63(13)
Introduction
63(1)
Measuring organizational performance
63(1)
The impact of HRM
64(2)
How HRM makes an impact
66(4)
The contribution of HR
70(1)
The development of high-performance working
70(1)
High-performance work systems
70(3)
References
73(3)
7 International HRM
76(15)
Introduction
76(1)
The international scene
76(1)
International HRM strategies
77(1)
Contextual factors
77(1)
Convergence and divergence
78(1)
The practice of international HRM
79(1)
Global approaches to talent management
80(4)
Managing expatriates
84(1)
International HRM policies
84(4)
References
88(3)
Part II Delivering HRM 91(36)
8 The role of the HR function
93(12)
Introduction
93(1)
The overall contribution of HR
93(1)
The contribution of the HR function to the achievement of competitive advantage
94(1)
The role and organization of the HR function
94(3)
Outsourcing HR work
97(1)
Power of the HR function
98(1)
The reputation of the HR function
98(1)
Evaluating the HR function
99(2)
The role of HR in small- and medium-sized organizations (SMEs)
101(2)
References
103(2)
9 The role of HR professionals
105(16)
Introduction
105(1)
The overall role of the HR professional
105(1)
The Ulrich model
105(1)
The strategic role of the HR professional
106(2)
The HR business partner role
108(3)
The partnership role of HR professionals
111(1)
The innovation role
111(1)
The change agent role
112(1)
The service delivery role
112(1)
HR professionals: role requirements
112(2)
Carrying out the role of the HR professional
114(4)
References
118(3)
10 The HRM role of line managers
121(6)
Introduction
121(1)
The people management role of line managers
121(1)
How well does devolution of HR responsibilities to line managers work?
121(2)
Factors affecting the quality of the implementation of HRM by line managers
123(1)
Dealing with the issues
124(2)
References
126(1)
Part III Human resource management processes 127(60)
11 Evidence-based HRM
129(7)
Introduction
129(1)
Evidence-based HRM defined
129(1)
Evidence-based management
129(2)
The approach to evidence-based HRM
131(4)
References
135(1)
12 HR analytics
136(9)
Introduction
136(1)
HR analytics defined
136(1)
The purpose of HR analytics
137(1)
The process of HR analytics
138(1)
HR analytics levels
138(4)
Keeping people informed
142(1)
References
143(2)
13 e-HRM
145(7)
Introduction
145(1)
e-HRM defined
145(1)
Purpose of e-HRM
146(1)
Features of e-HRM
147(2)
e-HRM achievements
149(2)
References
151(1)
14 Artificial intelligence and HRM
152(6)
Introduction
152(1)
The components of AI
152(1)
Applications for AI in HRM
153(2)
AI risks
155(1)
The extent to which AI is used by HR
155(1)
Tips for practitioners on introducing AI
156(1)
Ethical considerations
156(1)
References
157(1)
15 Knowledge management
158(6)
Introduction
158(1)
The concept of knowledge
158(1)
Knowledge management defined
159(1)
Knowledge management strategies
160(1)
Knowledge management issues
160(1)
The contribution of HR to knowledge management
161(2)
References
163(1)
16 Competency-based HRM
164(7)
Introduction
164(1)
Competency defined
164(2)
Using competencies
166(1)
Applications of competency-based HRM
167(1)
Developing a competency framework
167(2)
Keys to success in using competencies
169(1)
Reference
170(1)
17 The ethical dimension of HRM
171(10)
Introduction
171(1)
The meaning and concerns of ethics
171(1)
The nature of ethical decisions and judgements
172(1)
Ethical frameworks
172(1)
Fairness
173(1)
Equity theory
173(1)
Justice
173(1)
HRM ethical guidelines
174(3)
Ethical dilemmas
177(1)
The ethical role of HR
178(2)
References
180(1)
18 Corporate social responsibility
181(6)
Introduction
181(1)
Corporate social responsibility defined
181(1)
Strategic CSR defined
182(1)
CSR activities
182(1)
The rationale for CSR
183(1)
The opposing view
183(1)
Benefits of CSR
184(1)
The basis for developing a CSR strategy
184(1)
References
185(2)
Part IV Organization 187(58)
19 Organizational behaviour
189(19)
Introduction
189(1)
Organizational behaviour defined
189(1)
The sources and applications of organizational behaviour theory
190(1)
How organizations function
190(3)
Organizational culture
193(4)
Organizational climate
197(1)
Organizational processes
197(2)
Characteristics of people
199(4)
Implications for HR specialists
203(2)
References
205(3)
20 Organization design
208(7)
Introduction
208(1)
Organization design theory
208(1)
Organization design guidelines
209(1)
Organizational choice
210(1)
The approach to organization design
211(1)
Successful organization design
212(2)
References
214(1)
21 Work design
215(8)
Introduction
215(1)
What is happening to work?
215(1)
Work design - a short history
215(1)
The approach to work system design
216(1)
Smart working
217(2)
Agile working
219(1)
Automation
220(1)
The role of HR in work design
221(1)
References
222(1)
22 Job design
223(9)
Introduction
223(1)
Job quality
223(2)
The principles and practice of job design
225(2)
Job enrichment
227(1)
The job characteristics model
227(1)
The job demands-resources model
228(1)
Job design practice
228(1)
Responsibility for job design
228(1)
Job crafting
229(1)
References
230(2)
23 Organization development
232(13)
Introduction
232(1)
Organization development defined
232(1)
The nature of organization development
232(1)
The story of organization development
233(4)
Organization development strategy
237(1)
The consulting cycle
238(1)
Organizational diagnosis
238(2)
Organization development programmes
240(2)
Conclusions on organization development
242(2)
References
244(1)
Part V Factors affecting the behaviour of people at work 245(42)
24 Motivation
247(16)
Introduction
247(1)
The meaning of motivation
247(1)
Instrumentality theory
248(1)
Content theory
249(2)
Process theory
251(4)
Summary of motivation theories
255(2)
Motivation and job satisfaction
257(1)
Motivation and money
258(1)
Conclusions on motivation theory
258(1)
Motivation strategies
259(1)
References
260(3)
25 Commitment
263(8)
Introduction
263(1)
The meaning of organizational commitment
263(1)
Mutuality and commitment
263(1)
The mutual gains perspective
264(1)
Commitment and engagement
265(1)
Factors affecting commitment
266(1)
Developing a commitment strategy
266(1)
Critical evaluation of the concept of commitment
267(2)
References
269(2)
26 Employee engagement
271(16)
Introduction
271(1)
The meaning of employee engagement
271(1)
The theory of engagement
272(1)
The components of employee engagement
272(2)
Drivers of employee engagement
274(1)
Outcomes of engagement
275(1)
Engagement strategy
275(1)
Enhancing job engagement
275(2)
Enhancing organizational engagement
277(2)
Burnout
279(1)
Measuring engagement
279(1)
Critical evaluation of the concept of employee engagement
280(3)
References
283(4)
Part VI People resourcing 287(56)
27 Workforce planning
289(10)
Introduction
289(1)
Workforce planning defined
289(1)
Incidence of workforce planning
290(1)
The link between workforce and business planning
290(1)
Reasons for workforce planning
290(1)
Workforce planning issues
291(1)
Systematic workforce planning
291(4)
Approach to workforce planning
295(2)
References
297(2)
28 Recruitment and selection
299(28)
Introduction
299(1)
Defining requirements
299(1)
Attracting candidates
300(4)
Sourcing candidates
304(4)
Managing the recruitment process
308(5)
Selection methods
313(1)
Selection interviews
313(4)
Selection testing
317(3)
Assessment centres
320(1)
Choice of selection methods
320(1)
Making the decision
321(1)
Provisional offers and obtaining references
322(1)
Checking applications
322(1)
Offering employment
323(1)
Following up
323(1)
Dealing with recruitment problems
323(3)
References
326(1)
29 Talent management
327(16)
Introduction
327(1)
Talent management defined
327(1)
Talent management policy
327(2)
Talent management strategy
329(1)
The process of talent management
330(1)
The talent pool
331(1)
Talent planning
331(1)
Resourcing
331(1)
Identifying talent
332(1)
Talent development
333(7)
References
340(3)
Part VII Employment practices 343(34)
30 Managing employment
345(20)
Introduction
345(1)
The employee experience
345(2)
Introduction to the organization
347(2)
Managing employee retention
349(6)
Release from the organization
355(2)
Absence management
357(7)
References
364(1)
31 Managing diversity and inclusion
365(5)
Introduction
365(1)
The meaning and significance of managing diversity and inclusion
365(1)
Bias as a factor affecting diversity and inclusion
366(1)
The rationale for managing diversity and inclusion
366(1)
How to manage diversity and inclusion
366(3)
References
369(1)
32 Managing flexibility
370(7)
Introduction
370(1)
Forms of flexibility
370(2)
Flexible working
372(2)
The role of HR
374(1)
References
375(2)
Part VIII Learning and development 377(52)
33 The basis of learning and development
379(13)
Introduction
379(1)
Learning and development defined
379(1)
Strategic L&D
379(1)
Creating a learning culture
380(1)
Organizational learning strategies
381(1)
The notion of a learning organization
381(2)
Individual learning strategies
383(1)
How people learn
383(7)
References
390(2)
34 The process of learning and development
392(12)
Introduction
392(1)
Identify learning needs
392(3)
Overall approaches to learning and development
395(2)
Plan learning and development activities
397(1)
Implement
398(1)
Evaluate
399(4)
References
403(1)
35 Learning and development practices
404(15)
Introduction
404(1)
Workplace learning
404(3)
Social and collaborative working
407(2)
Digital learning
409(3)
Use of artificial intelligence
412(1)
Training
413(2)
Personal development planning
415(1)
Apprenticeships
416(2)
References
418(1)
36 Leadership and management development
419(10)
Introduction
419(1)
Leadership and management development defined
419(1)
The nature of leadership and management
419(2)
Leadership and management development compared
421(1)
Leadership development
421(2)
Management development
423(4)
Criteria for leadership and management development
427(1)
References
428(1)
Part IX Performance management 429(42)
37 The concept of performance management
431(12)
Introduction
431(1)
Performance management defined
431(1)
The conceptual framework
431(4)
Underpinning theories
435(1)
Aims of performance management
436(2)
Principles of performance management
438(1)
Examples of approaches to performance management
439(1)
The impact of performance management
439(1)
Requirements for success
440(2)
References
442(1)
38 Performance management systems
443(13)
Introduction
443(1)
How a performance management system works
443(1)
Performance and development planning
443(4)
Managing performance throughout the year
447(1)
Performance reviews
447(1)
Performance assessment
448(2)
Recording the performance agreement and review
450(1)
Introducing a performance management system
451(1)
Requirements for success
452(1)
360-degree feedback
453(2)
References
455(1)
39 Reinventing performance management
456(15)
Introduction
456(1)
Performance management criticisms
456(2)
Performance management system issues
458(2)
The role of line managers
460(3)
Dealing with the issues - reinventing performance management
463(4)
A radical way ahead?
467(1)
References
468(3)
Part X Reward management 471(54)
40 The basis of reward management
473(16)
Introduction
473(1)
Reward management defined
473(1)
Values and beliefs
474(1)
Reward policy
475(4)
Reward strategy
479(3)
The reward system
482(5)
References
487(2)
41 The practice of reward management
489(16)
Introduction
489(1)
Market pricing
489(1)
Job evaluation
490(1)
Base pay management
491(5)
Contingent pay
496(3)
Recognition schemes
499(1)
Employee benefits
499(1)
Administering reward management
500(4)
References
504(1)
42 Managing reward for special groups
505(12)
Introduction
505(1)
Executive remuneration
505(3)
Reward management for sales and customer service staff
508(2)
Rewarding expatriates
510(1)
Paying manual workers
511(5)
References
516(1)
43 The gender pay gap
517(8)
Introduction
517(1)
Reasons for the gender pay gap
517(1)
Actions to reduce gender pay gaps
518(2)
Narrowing the gap at organizational level
520(4)
References
524(1)
Part XI Employment relations 525(40)
44 The basis of employment relations
527(8)
Introduction
527(1)
The meaning of employment relations
527(1)
Employment relations policies
528(1)
Employment relations strategies
529(1)
Employment relations climate
529(2)
Managing with unions
531(1)
Managing without unions
532(1)
References
533(2)
45 The employment relationship
535(6)
Introduction
535(1)
The nature of the employment relationship
535(1)
The basis of the employment relationship
535(1)
Labour process theory and the employment relationship
536(1)
Employment relationship contracts
537(1)
Managing the employment relationship
537(1)
Developing a climate of trust
538(1)
References
539(2)
46 The psychological contract
541(5)
Introduction
541(1)
The psychological contract defined
541(1)
The significance of the psychological contract
542(1)
The psychological contract and the employment relationship
542(1)
How psychological contracts develop
542(1)
The problem with psychological contracts
543(1)
Developing and maintaining a positive psychological contract
543(1)
References
544(2)
47 The practice of industrial relations
546(7)
Introduction
546(1)
Trade union membership
546(1)
Union recognition
547(1)
Collective bargaining
547(2)
Collective agreements
549(2)
Informal employment relations processes
551(1)
References
552(1)
48 Employee voice
553(7)
Introduction
553(1)
The need for employee voice
553(1)
Degrees of employee voice
554(1)
Direct voice
555(1)
Indirect voice
556(1)
Employees' experience of voice
557(2)
References
559(1)
49 Employee communications
560(5)
Introduction
560(1)
The importance of employee communications
560(1)
What should be communicated
561(1)
Approach to communication
561(1)
Communication methods
561(1)
Employee communication strategy
562(2)
References
564(1)
Part XII Employee wellbeing 565(22)
50 The principles and practice of employee wellbeing
567(9)
Introduction
567(1)
The principles of wellbeing
567(1)
The case for caring about wellbeing
568(1)
Factors affecting wellbeing
569(2)
Employee wellbeing strategy
571(3)
References
574(2)
51 Health and safety
576(11)
Introduction
576(1)
Managing health and safety at work
576(1)
Health and safety policies
576(1)
Conducting risk assessments
577(2)
Health and safety audits
579(1)
Health and safety inspections
580(1)
Accident prevention
580(1)
Occupational health programmes
580(1)
Managing stress
581(1)
Measuring health and safety performance
582(1)
Communicating the need for better health and safety practices
583(1)
Health and safety training
583(1)
Organizing health and safety
584(2)
References
586(1)
Part XIII HRM policies and practices and employment law 587(30)
52 HR policies
589(7)
Introduction
589(1)
Why have HR policies?
589(1)
Overall HR policy
589(1)
Specific HR policies
590(4)
Developing HR policies
594(1)
Implementing HR policies
595(1)
53 HR procedures
596(6)
Introduction
596(1)
Capability procedure
596(1)
Disciplinary procedure
597(1)
Grievance procedure
598(1)
Redundancy procedure
599(3)
54 HR information systems
602(4)
Introduction
602(1)
Reasons for introducing an HRIS
602(1)
The functions of an HRIS
602(1)
Features of an HRIS
603(2)
References
605(1)
55 Employment law
606(11)
Introduction
606(1)
The purpose of employment law
606(5)
How is employment law enforced?
611(1)
HRM and employment law
612(3)
The General Data Protection Regulation (GDPR)
615(1)
References
616(1)
Part XIV People management skills 617(118)
56 Strategic people management skills
619(2)
Introduction
619(1)
The strategic role of the HR professional
619(1)
The strategic business partner model
619(1)
The strategic skills required
619(1)
Reference
620(1)
57 Business skills
621(8)
Introduction
621(1)
Business skills
621(1)
Financial skills
622(3)
Business models
625(3)
References
628(1)
58 Problem-solving and decision-making skills
629(5)
Introduction
629(1)
Problem solving
629(2)
Decision making
631(2)
References
633(1)
59 Analytical and critical skills
634(4)
Introduction
634(1)
Analytical skills
634(1)
Logical reasoning
634(1)
Critical thinking
635(1)
Critical evaluation
635(1)
Developing and justifying arguments
636(1)
A final word
637(1)
Reference
637(1)
60 Research skills
638(11)
Introduction
638(1)
The nature of research
638(1)
Planning and conducting research programmes
639(1)
Research methodology
640(1)
Methods of collecting data
641(3)
Processes involved in research
644(4)
References
648(1)
61 Statistical skills
649(5)
Introduction
649(1)
Frequency
649(1)
Measures of central tendency
649(1)
Measures of dispersion
649(1)
Correlation
650(1)
Regression
650(1)
Causality
651(1)
Tests of significance
651(1)
Testing hypotheses
652(1)
References
653(1)
62 Selection interviewing skills
654(8)
Introduction
654(1)
Preparing for the interview
654(1)
Selection interviewing skills
654(2)
Structured interviews
656(2)
Coming to a conclusion
658(1)
Dos and don'ts of selection interviewing
659(2)
Reference
661(1)
63 Job, role, competency and skills analysis
662(15)
Introduction
662(1)
Definition
662(1)
Job analysis
663(2)
Job descriptions
665(1)
Role analysis and role profiles
666(1)
Skills analysis
667(4)
Competency modelling
671(5)
References
676(1)
64 Learning and development skills
677(5)
Introduction
677(1)
Coaching
677(1)
Mentoring
678(1)
Facilitating
678(1)
Job instruction
679(2)
References
681(1)
65 Negotiating skills
682(6)
Introduction
682(1)
The process of negotiation
682(1)
Stages of negotiation
682(1)
Initial steps
682(4)
Negotiating and bargaining skills
686(1)
Reference
687(1)
66 Change management
688(12)
Introduction
688(1)
The psychology of change management
688(1)
Levers for change
688(1)
The change process
688(1)
Change models
689(2)
Resistance to change
691(1)
Implementing change
692(1)
The role of change agents
693(1)
The role of HR in leading and facilitating change
693(2)
Change management programmes
695(1)
Nudge theory
695(1)
Evidencing the value of change
696(1)
Guidelines for change management
696(2)
References
698(2)
67 Influencing skills
700(4)
Introduction
700(1)
Persuading people
700(1)
Case presentation
701(1)
Making a business case
701(1)
Facilitating
702(1)
Coordinating discussions
703(1)
68 Leadership skills
704(8)
Introduction
704(1)
The meaning of leadership
704(1)
Leadership theories
704(1)
What leaders do
705(1)
Leadership styles
705(1)
Types of leaders
706(2)
The reality of leadership
708(1)
The qualities of a good leader
708(1)
Effective leadership
709(1)
References
710(2)
69 Handling people problems
712(7)
Introduction
712(1)
Disciplinary issues
712(1)
Absenteeism
713(1)
Handling poor timekeeping
714(1)
Handling negative behaviour
714(3)
Dealing with under-performance
717(2)
70 Handling challenging conversations
719(1)
71 Managing conflict
720(4)
Introduction
720(1)
Handling inter-group conflict
720(1)
Handling interpersonal conflict
721(1)
Resolving conflict between team members
722(1)
Reference
723(1)
72 Political skills
724(3)
Introduction
724(1)
Typical political approaches
724(1)
Using political means to get things done
725(1)
Political sensitivity
725(1)
Dangers of politics
725(1)
Dealing with organizational politics
725(1)
Reference
726(1)
73 Dealing with business issues from an HR perspective
727(5)
Introduction
727(1)
Identify business issues
727(1)
Establish people factors
728(1)
Critically analyse relevant HR policy and practice
729(1)
Conduct or participate in research
729(1)
Analyse quantitative and qualitative information
729(1)
Draw conclusions
730(1)
Prepare and make the business case
730(1)
Reference
731(1)
74 Project management
732(3)
Introduction
732(1)
Project planning
732(1)
Setting up the project
733(1)
Controlling the project
733(2)
CIPD New Profession Map 2018 735(4)
Author index 739(6)
Subject index 745
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.