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Armstrong's Handbook of Strategic Human Resource Management: Improve Business Performance Through Strategic People Management 7th Revised edition [Minkštas viršelis]

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  • Formatas: Paperback / softback, 312 pages, aukštis x plotis x storis: 233x155x16 mm, weight: 470 g
  • Išleidimo metai: 03-Dec-2020
  • Leidėjas: Kogan Page Ltd
  • ISBN-10: 1789661722
  • ISBN-13: 9781789661729
Kitos knygos pagal šią temą:
Armstrong's Handbook of Strategic Human Resource Management: Improve Business Performance Through Strategic People Management 7th Revised editionDidesnis paveikslėlis
  • Formatas: Paperback / softback, 312 pages, aukštis x plotis x storis: 233x155x16 mm, weight: 470 g
  • Išleidimo metai: 03-Dec-2020
  • Leidėjas: Kogan Page Ltd
  • ISBN-10: 1789661722
  • ISBN-13: 9781789661729
Kitos knygos pagal šią temą:
Pastovi nuoroda: https://www.kriso.lt/db/9781789661729.html
Raktažodžiai:

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), it 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.



Develop and implement HR strategies which are aligned with wider business strategies to achieve organizational success.

Recenzijos

"It will be of major value to the human resources manager since it underscores the strategic importance of HR representation at board level, and demonstrates how each aspect of HR strategy should be linked seamlessly into the global business strategy." * Training Journal *

Introduction 1(4)
Part One Strategic human resource management (SHRM)
5(64)
01 Human resource management
7(17)
Introduction
7(1)
The nature of HRM
8(3)
The HR system
11(3)
The impact of HRM on organizational performance
14(2)
The ethical dimension
16(1)
The state of HRM
17(3)
References
20(4)
02 Strategic management
24(10)
Introduction
24(1)
Strategic management defined
24(1)
The meaning of strategy
25(2)
Strategy in action
27(1)
Developing strategy
28(4)
References
32(2)
03 The concept of strategic human resource management
34(9)
Introduction
34(1)
Strategic human resource management defined
34(1)
Characteristics of SHRM
35(3)
Aims of SHRM
38(1)
The process of SHRM
39(2)
References
41(2)
04 The evolution of SHRM
43(19)
Introduction
43(1)
Beginnings - focus on vertical integration or fit
44(1)
Recognizing the importance of horizontal as well as vertical fit
45(1)
Views on the development of HR strategy - `best fit' or `best practice'
45(5)
Development of a conceptual framework for SHRM
50(4)
Preoccupation with performance
54(1)
Focus on implementation
54(1)
A multi-stakeholder approach
54(1)
What is happening to SHRM
55(2)
References
57(5)
05 The reality of SHRM
62(7)
Introduction
62(1)
The reality of SHRM
62(1)
The limitations of SHRM
63(1)
The case for people management
64(2)
References
66(3)
Part Two People strategy in general
69(72)
06 The concept of people management
71(8)
Introduction
71(1)
People management defined
71(1)
Strategic people management
72(3)
Conclusion
75(2)
References
77(2)
07 The nature and practice of people strategy
79(20)
Introduction
79(1)
The nature of people strategy
80(1)
The features of people strategy
81(1)
Broad statements of intent
82(1)
Overall people management approaches
83(3)
Evaluating people strategy
86(1)
People strategy in action
87(10)
References
97(2)
08 Developing people strategy
99(18)
Introduction
99(1)
Development principles
99(1)
The evidence-based approach to developing people strategy
99(3)
Limits to an entirely rationalistic approach
102(1)
Formulating people strategy
103(9)
Recommendations from practitioners
112(3)
References
115(2)
09 Implementing people strategy
117(13)
Introduction
117(1)
Implementation problems: the say-do gap
117(3)
The implementation process
120(5)
The role of line managers in implementing HR strategy
125(3)
References
128(2)
10 The strategic role of people professionals
130(11)
Introduction
130(1)
People professionals: their basic strategic role
130(2)
The partnership role of people professionals
132(1)
The strategic business partner model
133(2)
People management strategic roles
135(4)
References
139(2)
Part Three Specific people strategies
141(144)
11 Organization development strategy
143(8)
Introduction
143(1)
Organization development defined
143(1)
Organization development activities
144(2)
Organization development strategy
146(1)
Formulating and implementing organization development strategy
147(1)
Culture change
147(3)
References
150(1)
12 Human capital management strategy
151(12)
Introduction
151(1)
Aims of human capital management
152(1)
The role of human capital management strategy
152(1)
The link between HCM and business strategy
153(1)
Developing a human capital management strategy
154(8)
References
162(1)
13 Knowledge management strategy
163(7)
Introduction
163(1)
The process of knowledge management
163(1)
Sources and types of knowledge
164(1)
Approaches to the development of knowledge management strategies
165(1)
Strategic knowledge management issues
165(2)
Components of a knowledge management strategy
167(2)
References
169(1)
14 Corporate social responsibility strategy
170(9)
Introduction
170(1)
Corporate social responsibility defined
170(1)
The rationale for CSR
171(1)
Strategic CSR defined
172(1)
CSR activities
173(2)
Developing a CSR strategy
175(1)
Role of the people management function
176(2)
References
178(1)
15 Organizational performance strategy
179(16)
Introduction
179(1)
The process of managing organizational performance
180(1)
The strategic approach to managing organizational performance
181(3)
Organizational capability
184(1)
Developing a high-performance culture
185(7)
How people strategies enhance organizational performance
192(1)
References
193(2)
16 Individual performance strategy
195(12)
Introduction
195(1)
Performance and the factors that affect it
195(2)
Performance management systems
197(2)
Limitations of the model
199(2)
The reality of performance management systems
201(2)
Dealing with the issues - reinventing performance management
203(2)
References
205(2)
17 Digital strategy for people management
207(3)
Introduction
207(1)
Purpose of a digital strategy
207(1)
Components of a digital strategy
207(2)
References
209(1)
18 Employee engagement strategy
210(9)
Introduction
210(1)
What is employee engagement?
210(1)
Why is engagement important?
211(1)
What are the factors that influence employee engagement?
212(1)
The nature and content of employee engagement strategy
213(4)
References
217(2)
19 Resourcing strategy
219(6)
Introduction
219(1)
The rationale for strategic resourcing
219(1)
The strategic approach to resourcing
220(1)
Integrating business and resourcing strategies
220(1)
The components of employee resourcing strategy
221(3)
References
224(1)
20 Talent management strategy
225(7)
Introduction
225(2)
What is talent?
227(1)
Strategic talent management
228(3)
References
231(1)
21 Diversity and inclusion strategy
232(3)
Introduction
232(1)
Diversity and inclusion strategy
233(1)
Reference
234(1)
22 Learning and development strategy
235(7)
Introduction
235(1)
The aim of strategic learning and development
235(1)
Strategic learning and development philosophy
236(2)
Strategy for creating a learning culture
238(1)
Organizational learning strategy
239(1)
Individual learning strategy
240(1)
References
241(1)
23 Reward strategy
242(14)
Introduction
242(1)
Reward strategy defined
242(1)
Why have a reward strategy?
243(1)
Characteristics of reward strategy
244(1)
The basis of reward strategy
244(3)
The content of reward strategy
247(2)
Developing reward strategy
249(2)
Effective reward strategies
251(1)
Reward strategy and line management capability
252(1)
The problem with the concept of reward strategy
252(3)
References
255(1)
24 Employment relationships strategy
256(10)
Introduction
256(1)
The employment relationship
256(2)
A strategy for creating a constructive and positive employment relations climate
258(1)
A strategy for achieving mutual gains
259(1)
A strategy for building trust
260(1)
The nature of employment relations strategy
260(1)
Partnership agreement strategy
261(1)
Employee voice strategy
262(1)
Trade union recognition strategy
263(1)
References
264(2)
25 Employee wellbeing strategy
266(8)
Introduction
266(1)
The case for a wellbeing strategy
266(1)
Features of an employee wellbeing strategy
267(2)
Factors affecting wellbeing
269(3)
References
272(2)
26 International people management strategy
274(11)
Introduction
274(1)
Strategic international people management defined
275(1)
International strategic people management issues
275(1)
International people management strategies
276(4)
International reward management
280(4)
References
284(1)
Author Index 285(4)
Subject Index 289
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).