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El. knyga: Armstrong's Handbook of Human Resource Management Practice: A Guide to the Theory and Practice of People Management

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  • Formatas: 760 pages
  • Išleidimo metai: 03-Jan-2023
  • Leidėjas: Kogan Page Ltd
  • Kalba: eng
  • ISBN-13: 9781398606647
Kitos knygos pagal šią temą:
Armstrong's Handbook of Human Resource Management Practice: A Guide to the Theory and Practice of People ManagementDidesnis paveikslėlis
  • Formatas: 760 pages
  • Išleidimo metai: 03-Jan-2023
  • Leidėjas: Kogan Page Ltd
  • Kalba: eng
  • ISBN-13: 9781398606647
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Armstrong's Handbook of Human Resource Management Practice is the definitive resource for HRM students and professionals, helping readers understand and implement HR to align with business needs.

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 case studies from international organizations such as IBM, HSBC and Johnson and Johnson. This fully updated 16th edition includes new chapters on managing remote workers and developments in digital human resource management practices. There are also updates to reflect the changes throughout the HR function, such as performance leadership, 'smart' reward 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 also aligned with the Chartered Institute of Personnel and Development (CIPD) profession map so can be used by those studying the Associate Level 5 and Advanced Level 7 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

"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 edition extends and updates earlier versions, and is testimony to its enduring relevance and appeal." * John Simmons, Lecturer, University of Liverpool Management School (about a previous edition) * "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-in-chief, People Management (about a previous edition) * "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, Academic Lead, Workforce Planning & Resources, University of Lincoln (about a previous edition) * "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., retired Adjunct Professor, School of Business, University of Iceland (about a previous edition) * "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 (about a previous edition) *

List of Figures
xxxi
List of Tables
xxxiii
Preface xxxv
PART I Fundamentals of human resource management
1(62)
01 The essence of HRM
3(14)
Introduction
3(1)
The practice of HRM
3(1)
The HR architecture
3(1)
The HR system
4(7)
The philosophy of people management
11(1)
People practices
12(3)
References
15(2)
02 Human capital management
17(7)
Introduction
17(1)
Human capital management defined
17(1)
The concept of human capital
17(1)
The constituents of human capital
18(1)
Measuring human capital
19(1)
Approaches to HRM raised by human capital theory
20(1)
HCM and investment decisions
20(2)
References
22(2)
03 The context of HRM
24(3)
Introduction
24(1)
Environmental factors
24(1)
The labour market
25(1)
References
26(1)
04 The future of work
27(8)
Introduction
27(1)
The nature of work
27(1)
Theories explaining the meaning of work
27(2)
What is happening to work?
29(1)
The factors affecting work
29(1)
What is happening to work now?
30(2)
What is going to happen to work?
32(1)
References
33(2)
05 HRM and organizational performance
35(12)
Introduction
35(1)
Measuring organizational performance
35(1)
The impact of HR
36(2)
How HRM makes an impact
38(4)
The development of high-performance working
42(1)
High-performance work systems
42(3)
References
45(2)
06 The ethical dimension of HRM
47(10)
Introduction
47(1)
The meaning and concerns of ethics
47(1)
The nature of ethical decisions and judgements
47(1)
Fairness
48(1)
Equity theory
49(1)
Justice
49(1)
HRM ethical guidelines
50(2)
Ethical dilemmas
52(1)
The ethical role of HR
53(2)
References
55(2)
07 Corporate social responsibility
57(6)
Introduction
57(1)
Corporate social responsibility defined
57(1)
Strategic CSR defined
58(1)
CSR activities
58(1)
The rationale for CSR
59(1)
The opposing view
59(1)
Social responsibility investment criteria
60(1)
Benefits of CSR
60(1)
The basis for developing a CSR strategy
60(1)
The role of HR
61(1)
References
62(1)
PART II The strategic approach to HRM
63(22)
08 Strategic HRM
65(9)
Introduction
65(1)
The nature of strategic human resource management
65(1)
The resource-based view of SHRM
66(1)
Strategic fit
67(3)
Critical evaluation of the concept of SHRM
70(2)
References
72(2)
09 HR strategy
74(11)
Introduction
74(1)
The nature of HR strategy
74(1)
Approaches to HR strategy
75(3)
Developing HR strategy
78(3)
Implementing HR strategy
81(1)
References
82(3)
PART III Delivering HR
85(22)
10 The role of HR
87(13)
Introduction
87(1)
The HR function
87(5)
The role of the HR professional
92(6)
References
98(2)
11 The HRM role of line managers
100(7)
Introduction
100(1)
The people management role of line managers
100(1)
How well does devolution to line managers of HR responsibilities work?
101(1)
Factors affecting the quality of the implementation of HRM by line managers
102(1)
Dealing with the factors
103(2)
References
105(2)
PART IV Human resource management processes
107(30)
12 Evidence-based HRM
109(4)
Introduction
109(1)
Evidence-based HRM defined
109(1)
Evidence-based management
109(1)
The approach to evidence-based HRM
110(2)
References
112(1)
13 HR analytics
113(6)
Introduction
113(1)
HR analytics defined
113(1)
The purpose of HR analytics
113(1)
The content of HR analytics
114(1)
The process of HR analytics
114(1)
Types of HR analytics
114(4)
Keeping people informed
118(1)
References
118(1)
14 Digital HRM
119(8)
Introduction
119(1)
Digital HRM defined
119(1)
The purpose of digital HRM
119(1)
The uses of digital HRM
120(1)
Digital transformation
121(1)
Human resource information system (HRIS)
121(1)
Cloud computing
121(1)
Artificial intelligence
122(1)
Managing digital HRM
123(3)
References
126(1)
15 Knowledge management
127(4)
Introduction
127(1)
Knowledge management defined
127(1)
The meaning of knowledge
127(1)
Approaches to knowledge management
128(1)
Knowledge management issues
129(1)
Implementing knowledge management
129(1)
References
130(1)
16 Competency-based HRM
131(6)
Introduction
131(1)
Competency defined
131(1)
Knowledge, skills and abilities (KSAs)
132(1)
Competency frameworks
132(1)
Developing a competency framework
133(1)
Approaches to using competencies
133(1)
Applications of competency-based HRM
134(1)
Keys to success in using competencies
134(1)
References
135(2)
PART V Organization
137(56)
17 Organizational behaviour
139(19)
Introduction
139(1)
Organizational behaviour defined
139(1)
The sources and applications of organizational behaviour theory
140(1)
How organizations function
141(3)
Organizational culture
144(3)
Organizational climate
147(1)
Organizational processes
148(2)
Characteristics of people
150(3)
Implications for HR specialists
153(3)
References
156(2)
18 Organization design
158(6)
Introduction
158(1)
Organization design theories
158(1)
Organization design guidelines
159(1)
Organizational choice
160(1)
The approach to organization design
161(1)
Successful organization design
162(1)
References
163(1)
19 Work design
164(7)
Introduction
164(1)
Work design - a short history
164(1)
Work system design
164(1)
Approaches to work design
165(3)
The role of HR in work design
168(1)
References
169(2)
20 Job design
171(8)
Introduction
171(1)
Job quality
171(1)
What is a good job?
172(1)
The practice of job design
173(2)
Principles of job design
175(1)
Approaches to job design
176(1)
Responsibility for job design
176(1)
Job crafting
176(2)
References
178(1)
21 Organization development
179(14)
Introduction
179(1)
Organization development defined
179(1)
The nature of organization development
179(1)
The story of organization development
180(3)
Organization development strategy
183(1)
Organization development programmes
184(1)
Organizational diagnosis
184(5)
Conclusions on organization development
189(1)
References
190(3)
PART VI Factors affecting the behaviour of people at work
193(38)
22 Motivation
195(15)
Introduction
195(1)
The meaning of motivation
195(1)
Reinforcement theory
196(1)
Content theory
196(3)
Process theory
199(2)
Intrinsic and extrinsic motivation
201(1)
Motivation and job satisfaction
202(3)
Motivation and financial incentives
205(1)
Conclusions on motivation theory
205(1)
Motivation strategies
205(2)
References
207(3)
23 Commitment
210(8)
Introduction
210(1)
The meaning of organizational commitment
210(1)
Mutuality and commitment
210(1)
Commitment and performance
211(1)
The mutual gains perspective
211(1)
Commitment and engagement
212(1)
Factors affecting commitment
212(1)
Critical evaluation of the concept of commitment
213(1)
Developing a commitment strategy
214(2)
References
216(2)
24 Employee engagement
218(13)
Introduction
218(1)
The meaning of employee engagement
218(1)
The theory of engagement
219(1)
The components of employee engagement
219(2)
Drivers of employee engagement
221(1)
Outcomes of engagement
221(1)
Engagement strategy
222(1)
Enhancing job engagement
222(3)
Enhancing organizational engagement
225(1)
Burnout
225(1)
Measuring engagement
226(1)
Critical evaluation of the concept of employee engagement
227(2)
References
229(2)
PART VII People resourcing
231(44)
25 Resourcing strategy
233(2)
Introduction
233(1)
Strategic resourcing
233(1)
The nature of resourcing strategies
233(1)
Reference
234(1)
26 Workforce planning
235(10)
Introduction
235(1)
Workforce planning defined
235(1)
The link between workforce and business/corporate planning
236(1)
Incidence of workforce planning
236(1)
Workforce planning issues
236(1)
Systematic workforce planning
237(4)
Approach to workforce planning
241(2)
References
243(2)
27 Recruitment and selection
245(20)
Introduction
245(1)
The recruitment and selection process
245(1)
Defining requirements
246(1)
Attracting candidates
247(1)
Sourcing candidates
248(5)
Screening applications
253(1)
Selection methods
253(2)
Selection interviews
255(2)
Selection testing
257(3)
Assessment centres
260(1)
Making the decision
260(1)
Provisional offers and obtaining references
261(1)
Offering employment
262(1)
Following up
262(1)
Dealing with recruitment problems
262(1)
References
263(2)
28 Talent management
265(10)
Introduction
265(1)
Talent management defined
265(1)
Talent management policy
266(1)
Talent management strategy
267(1)
The process of talent management
268(1)
The talent pool
268(1)
Talent planning
269(1)
Resourcing
269(1)
Identifying talent
269(2)
Talent development
271(3)
References
274(1)
PART VIII Employment practices
275(42)
29 The employee experience
277(4)
Introduction
277(1)
The concept of the employee experience
277(3)
References
280(1)
30 Managing employment
281(17)
Introduction
281(1)
Introduction to the organization
281(2)
Managing employee retention
283(2)
Employee turnover
285(4)
Redundancy
289(1)
Fire and rehire
289(1)
Dismissal
290(1)
Absence management
290(3)
Presenteeism
293(3)
References
296(2)
31 Managing diversity and inclusion
298(5)
Introduction
298(1)
The meaning and significance of managing diversity and inclusion
298(1)
The rationale for managing diversity and inclusion
299(1)
How to manage diversity and inclusion
299(3)
References
302(1)
32 Managing flexibility
303(6)
Introduction
303(1)
Forms of flexibility
303(2)
Flexible working
305(1)
Zero-hours contracts
306(1)
The role of HR
307(1)
References
308(1)
33 Managing home and hybrid working
309(8)
Introduction
309(1)
Incidence of home and hybrid working
309(1)
Working from home: general considerations
310(1)
Employers
310(1)
Line managers
311(1)
Individual employees
312(1)
Managing home and hybrid working processes
313(2)
References
315(2)
PART IX Learning and development
317(58)
34 The basis of learning and development
319(6)
Introduction
319(1)
Learning and development defined
319(1)
The basis of learning
319(1)
The elements of learning and development
319(1)
Formal and informal learning
320(2)
Connected learning
322(1)
The components of learning and development
322(1)
Relationships between L&D and other people management activities
322(1)
The ethical dimension
322(1)
The state of L&D
322(2)
References
324(1)
35 Strategic learning and development
325(4)
Introduction
325(1)
Strategic learning and development
325(1)
Learning and development strategies
325(2)
Formulating and implementing L&D strategies
327(1)
Reference
328(1)
36 Organizational learning and the learning organization
329(5)
Introduction
329(1)
Organizational learning
329(2)
The learning organization
331(1)
Comparison of the organizational learning and learning organization concepts
332(1)
References
333(1)
37 Individual learning
334(10)
Introduction
334(1)
The characteristics of individual learning
334(1)
How people learn
335(2)
The 70:20:10 model
337(1)
Self-directed learning
337(3)
Learning to learn
340(1)
Personal development planning
341(1)
Continuing professional development
341(1)
References
342(2)
38 The process of learning and development
344(9)
Introduction
344(1)
Identify learning needs
344(3)
Planning learning and development
347(1)
Implement
347(1)
Evaluate learning
347(5)
References
352(1)
39 The practice of learning and development
353(13)
Introduction
353(1)
Workplace learning
353(3)
Social learning
356(1)
Digital learning
357(4)
Training
361(3)
Apprenticeships
364(1)
References
365(1)
40 Leadership and management development
366(9)
Introduction
366(1)
Leadership and management development defined
366(1)
The nature of leadership and management
366(2)
Leadership development
368(2)
Management development
370(3)
Criteria for leadership and management development
373(1)
References
374(1)
PART X Performance management
375(26)
41 The basis of performance management
377(6)
Introduction
377(1)
Performance management defined
377(1)
The purpose and aims of performance management
378(1)
The nature of performance management
378(1)
The impact of performance management
379(1)
Performance management - the ethical dimension
379(1)
Factors affecting the approach to managing performance
380(1)
Choice of approach to managing performance
380(1)
How managers can manage performance
380(2)
References
382(1)
42 Performance management systems
383(10)
Introduction
383(1)
Features of a performance management system
383(1)
Performance and development planning
383(2)
Monitoring
385(1)
Reviewing
385(1)
360-degree feedback
386(1)
The reality of performance management
387(1)
Performance management issues
388(3)
References
391(2)
43 Performance leadership
393(8)
Introduction
393(1)
What `engaging managers' do
393(1)
The concept of performance leadership
394(1)
Performance leadership skills
395(1)
Performance conversations
395(3)
Conclusion
398(1)
References
399(2)
PART XI Reward management
401(52)
44 The basis of reward management
403(12)
Introduction
403(1)
Reward management defined
403(1)
The reward system
404(1)
Aims of reward management
404(1)
Reward drivers
405(1)
Values and beliefs
405(1)
Reward policy
406(4)
Financial rewards
410(1)
Non-financial rewards
411(1)
Total reward
411(3)
References
414(1)
45 Reward strategy
415(5)
Introduction
415(1)
The content of reward strategy
415(1)
Formulating reward strategy
416(2)
Critical evaluation of the concept of reward strategy
418(1)
References
419(1)
46 The practice of reward management
420(15)
Introduction
420(1)
Market pricing
420(1)
Job evaluation
421(1)
Base pay management
422(4)
Contingent pay
426(3)
Recognition schemes
429(1)
Employee benefits
429(1)
Administering reward management
430(4)
References
434(1)
47 Managing reward for special groups
435(10)
Introduction
435(1)
Executive remuneration
435(3)
Reward management for sales and customer service staff
438(2)
Paying manual workers
440(4)
References
444(1)
48 Reducing the gender pay gap
445(8)
Introduction
445(1)
Reasons for the gender pay gap
445(1)
Actions to reduce gender pay gaps
446(2)
Narrowing the gap at organizational level
448(3)
References
451(2)
PART XII Employment relations
453(38)
49 The basis of employment relations
455(4)
Introduction
455(1)
The meaning of employment relations
455(1)
Approaches to employment relations
456(1)
Management style in employment relations
456(1)
Employment relations policies
457(1)
References
458(1)
50 Employment relations strategy
459(5)
Introduction
459(1)
The nature of employment relations strategy
459(1)
Strategy for creating a constructive and positive employment relations climate
460(1)
Strategy for achieving mutual gains
460(1)
Partnership agreement strategy
461(1)
Strategy for building trust
461(1)
Employee voice strategy
461(1)
Trade union recognition strategy
462(1)
References
463(1)
51 The employment relationship
464(5)
Introduction
464(1)
The nature of the employment relationship
464(1)
The basis of the employment relationship
464(1)
Labour process theory and the employment relationship
465(1)
Employment relationship contracts
466(1)
Managing the employment relationship
466(1)
Developing a climate of trust
467(1)
References
468(1)
52 The psychological contract
469(4)
Introduction
469(1)
The psychological contract defined
469(1)
The significance of the psychological contract
470(1)
The psychological contract and the employment relationship
470(1)
How psychological contracts develop
470(1)
The problem with psychological contracts
470(1)
Developing and maintaining a positive psychological contract
471(1)
References
472(1)
53 The practice of industrial relations
473(6)
Introduction
473(1)
Trade union membership
473(1)
Union recognition
473(1)
Collective bargaining
474(1)
Collective agreements
475(1)
Dispute resolution
476(1)
Informal employee relations processes
477(1)
References
478(1)
54 Employee voice
479(7)
Introduction
479(1)
The need for employee voice
479(1)
Degrees of employee voice
479(1)
Direct voice
480(2)
Indirect voice
482(1)
Employees' experience of voice
483(1)
References
484(2)
55 Employee communications
486(5)
Introduction
486(1)
The importance of communications
486(1)
What should be communicated
486(1)
Approach to communications
487(1)
Communication channels
487(1)
Employee communication strategy
488(1)
References
489(2)
PART XIII Employee wellbeing
491(22)
56 Principles and practice of employee wellbeing
493(8)
Introduction
493(1)
The basis of wellbeing
493(1)
The case for caring about wellbeing
494(1)
Factors affecting wellbeing
495(1)
Employee wellbeing strategy
495(4)
References
499(2)
57 Health and safety
501(12)
Introduction
501(1)
Managing health and safety at work
501(1)
Health and safety policies
501(1)
Conducting risk assessments
502(2)
Health and safety audits
504(1)
Health and safety inspections
505(1)
Accident prevention
505(1)
Occupational health programmes
506(1)
Managing stress
506(1)
Measuring health and safety performance
507(1)
Communicating the need for better health and safety practices
508(1)
Health and safety training
508(1)
Organizing health and safety
509(2)
References
511(2)
PART XIV HR practices
513(30)
58 HR policies
515(7)
Introduction
515(1)
Why have HR policies?
515(1)
Overall HR policy
515(1)
Specific HR policies
516(4)
Developing HR policies
520(1)
Implementing HR policies
520(2)
59 HR procedures
522(6)
Introduction
522(1)
Capability procedure
522(1)
Disciplinary procedure
523(1)
Grievance procedure
524(1)
Redundancy procedure
525(3)
60 Dealing with the legal aspects of employment
528(15)
Introduction
528(1)
Employment law provisions
528(8)
How is employment law enforced?
536(1)
HRM and employment law
537(2)
Dealing with Employment Tribunal claims and cases
539(3)
References
542(1)
PART XV International HRM
543(26)
61 The basis of international HRM
545(6)
Introduction
545(1)
The international scene
545(1)
International HRM strategies
546(1)
Contextual factors
546(2)
Convergence and divergence
548(1)
References
549(2)
62 The practice of international HRM
551(8)
Introduction
551(1)
HR in international subsidiaries
551(1)
Differences between international and domestic HRM
552(1)
Workforce planning
552(1)
Resourcing
552(2)
International talent management
554(1)
International performance management
554(1)
International reward management
555(1)
Multicultural working
556(1)
Role of the international HR function
556(2)
References
558(1)
63 Managing expatriates
559(10)
Introduction
559(1)
Why use expatriates?
559(1)
The process of managing expatriates
559(1)
Resourcing policies
560(1)
Recruitment and selection policies
561(1)
Preparation policy
562(1)
Assimilation and support
562(1)
Career management
563(1)
Performance management
563(1)
Re-entry policies
564(1)
Pay and allowances policies
564(2)
References
566(3)
PART XVI People management skills and competencies
569(120)
Strategic people management skills
571(1)
Introduction
571(1)
The strategic role of the HR professional
571(1)
The strategic business partner model
571(1)
The strategic skills required
571(1)
Reference
572(1)
65 Business skills
573(8)
Introduction
573(1)
Business skills
573(1)
Financial skills
574(3)
Business models
577(1)
Business model innovation
577(3)
References
580(1)
66 Dealing with business issues from an HR perspective
581(5)
Introduction
581(1)
Identify business issues
581(1)
Establish people factors
582(1)
Critically analyse relevant HR policy and practice
582(1)
Conduct or participate in research
583(1)
Analyse quantitative and qualitative information
583(1)
Draw conclusions
584(1)
Prepare and make the business case
584(1)
Reference
585(1)
67 Problem-solving and decision-making skills
586(5)
Introduction
586(1)
Problem solving
586(2)
Decision making
588(2)
References
590(1)
68 Analytical and critical skills
591(5)
Introduction
591(1)
Analytical skills
591(1)
Diagnostic skills
592(1)
Logical reasoning
592(1)
Critical thinking
593(1)
Critical evaluation
593(1)
Developing and justifying arguments
594(1)
A final word
594(1)
References
595(1)
69 Research skills
596(12)
Introduction
596(1)
The nature of research
596(1)
Planning and conducting research programmes
597(1)
Research methodology
598(1)
Methods of collecting data
599(3)
Processes involved in research
602(5)
References
607(1)
70 Statistical skills
608(5)
Introduction
608(1)
Frequency
608(1)
Measures of central tendency
608(1)
Measures of dispersion
608(1)
Correlation
609(1)
Regression
609(1)
Causality
610(1)
Tests of significance
610(1)
Testing hypotheses
611(1)
References
612(1)
71 Selection interviewing skills
613(10)
Introduction
613(1)
Preparing for the interview
613(1)
Conducting a selection interview
614(1)
Types of interviews
615(2)
Selection interview questions
617(2)
Common interviewing mistakes
619(1)
Coming to a conclusion
620(2)
References
622(1)
72 Job, role and skills analysis and competency modelling
623(15)
Introduction
623(1)
Definitions
623(1)
Job analysis
624(2)
Job descriptions
626(2)
Role analysis and role profiles
628(1)
Skills analysis
628(4)
Competency modelling
632(5)
References
637(1)
73 Learning and development skills
638(5)
Introduction
638(1)
Coaching
638(1)
Mentoring
639(1)
Facilitating
639(1)
Job instruction
640(2)
References
642(1)
74 Negotiating skills
643(6)
Introduction
643(1)
The process of negotiation
643(1)
Stages of negotiation
643(4)
Negotiating and bargaining skills
647(1)
Reference
648(1)
75 Change management
649(10)
Introduction
649(1)
Change
649(1)
The process of change management
650(5)
The responsibility for change
655(1)
Guidelines for change management
656(1)
References
657(2)
76 Influencing skills
659(4)
Introduction
659(1)
Persuading people
659(1)
Case presentation
660(1)
Making a business case
660(1)
Facilitating
661(1)
Coordinating discussions
661(2)
77 Leadership
663(8)
Introduction
663(1)
The meaning of leadership
663(1)
Leadership theories
663(1)
What leaders do
664(1)
Leadership styles
664(1)
Types of leaders
665(2)
The qualities of a good leader
667(1)
Effective leadership
668(1)
References
669(2)
78 Handling people problems
671(7)
Introduction
671(1)
Approach
671(1)
Disciplinary issues
671(1)
Absenteeism
672(1)
Handling poor timekeeping
673(1)
Handling negative behaviour
674(2)
Dealing with under-performance
676(2)
79 Handling challenging conversations
678(1)
80 Managing conflict
679(4)
Introduction
679(1)
Handling inter-group conflict
679(1)
Handling interpersonal conflict
680(1)
Resolving conflict between team members
681(1)
Reference
682(1)
81 Political skills
683(4)
Introduction
683(1)
Typical political approaches
683(1)
Using political means to get things done
684(1)
Political sensitivity
684(1)
Dangers of politics
684(1)
Dealing with organizational politics
685(1)
Reference
686(1)
82 Project management
687(2)
Introduction
687(1)
Project planning
687(1)
Setting up the project
688(1)
Controlling the project
688(1)
PART XVII Conclusion
689(7)
83 Trends in HRM
691(5)
Introduction
691(1)
Overall trends
691(2)
Specific trends
693(2)
References
695(1)
CIPD profession map: Cross-references to text 696(4)
Author Index 700(5)
Subject Index 705
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.
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