Table of contents for A handbook of human resource management practice / Michael Armstrong.

Bibliographic record and links to related information available from the Library of Congress catalog.

Note: Contents data are machine generated based on pre-publication provided by the publisher. Contents may have variations from the printed book or be incomplete or contain other coding.


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PART I MANAGING PEOPLE
1 Human resource management
Human resource management defined 000; Human resource system 000; Models of HRM 000; Aims of HRM 000; Policy goals of HRM 000; Characteristics of HRM 000; Reservations about HRM 000; HRM and personnel management 000; How HR impacts on organizational performance 000; HRM in context 000
2 Human capital management
Human capital management defined 000; Human capital management and human resource management 000; The concept of human capital 000; Human capital management: practice and strategy 000; Human capital measurement 000; Human capital reporting 000
3 Role of the HR function
The overall role of the HR function 000; The role of HR in facilitating and managing change 000; Variations in the practice of HR 000; Organizing the HR function 000; Marketing the HR function 000; Preparing, justifying and protecting the HR budget 000; Outsourcing HR work 000; Shared HR services 000; Using management consultants 000; Evaluating the HR function 000
4 The role of the HR practitioner
The basic roles 000; Models of HR management roles 000; Gaining support and commitment 000; Ethical considerations 000; Professionalism in HRM 000; Ambiguities in the role of HR practitioners 000; Conflict in the HR contribution 000; The competencies required by HR professionals 000
5 Role of the front-line manager
Role of front-line managers 000; The line manager and people management 000; The respective roles of HR and line management 000; The line manager¿s role in implementing HR policies 000; How to improve front-line managers as people managers 000
6 International HRM
International HRM defined 000; Issues in international HRM 000; International organizational models 000; Convergence and divergence 000; Cultural diversity 000; Think globally and act locally 000; International HR policies 000; Managing expatriates 000
7 Strategic HRM
The concept of strategy 000; Strategic HRM defined 000; Aims of strategic HRM 000; Approaches to strategic HRM 000; Implementing strategic HRM 000
8 HR strategies
HR strategies defined 000; Purpose 000; THE distinction between strategic HRM and HR strategies 000; Types of HR strategies 000; Criteria for an effective HR strategy 000
9 Developing and implementing HR strategies
Propositions about the development process 000; Levels of strategic decision-making 000; Strategic options and choices 000; Approaches to HR strategy development 000; Methodology for strategy development 000; Conducting a strategic review 000; Setting out the strategy 000; Implementing HR strategies 000
11 Competency-based HRM
Types of competencies 000; Competency frameworks 000; Reasons for using competencies 000; Coverage of competencies 000; Use of competencies 000; Developing a competency framework 000; Defining technical competencies 000; Keys to success in using competencies 000; Emotional intelligence 000
13 Analysing roles, competencies and skills
Role analysis 000; Competency analysis 000; Skills analysis 000
26 Talent management
Talent management defined 000; The elements of talent management 000; Creating a great place to work 000; Attraction strategies 000; Retention strategies 000; Career management 000; Talent management for knowledge workers 000; Talent management in practice 000
32 The basis of performance management
Performance management defined 000; Aims of performance management 000; Characteristics of performance management 000; Understanding performance management 000; Guiding principles of performance management 000; Performance appraisal and performance management 000; Views on performance management 000
33 The process of performance management
Performance management as a process 000; Performance management as a cycle 000; Performance agreements 000; Managing performance throughout the year 000; Reviewing performance 000; Rating performance 000; Dealing with under-performers 000; Introducing performance management 000
38 Learning and development
Learning 000; Development 000; Training 000
39 E-learning
What is e-learning? 000; Aim of e-learning 000; The technology of e-learning 000; The e-learning process 000; The business case for e-learning 000; Developing e-learning processes 000
41 Formulating and implementing learning and development strategies
Making the business case 000; Developing a learning culture 000; Identifying learning needs 000; Planning and implementing learning and development programmes 000; Evaluation of learning 000
42 Reward management
Reward management defined 000; The aims of reward management 000; The philosophy of reward management 000; The elements of reward management 000; Total reward 000; Reward management for directors and executives 000; Reward management for sales staff 000; Paying manual workers 000
43 Reward strategy
Reward strategy defined 000; Why have a reward strategy? 000; The structure of reward strategy 000; The content of reward strategy 000; Guiding principles 000; Developing reward strategy 000; Components of an effective reward strategy 000; Strategic reward in action 000; Examples of reward strategies 000; Implementing reward strategy 000; Reward strategy and line management capability 000
44 Job evaluation
Job evaluation defined 000; Analytical job evaluation 000; Non-analytical job evaluation 000; The incidence of job evaluation 000; Computer-assisted job evaluation 000; Criteria for choice 000; The case for and against job evaluation 000; Designing a point-factor job evaluation scheme 000; Conclusions 000
46 Grade and pay structures
Grade structure defined 000; Pay structure defined 00; Guiding principles for grade and pay structures 000; Types of grade and pay structure 000; Designing grade and pay structures 000
47 Contingent pay
Contingent pay defined 000; The incidence of contingent pay 000; The nature of individual contingent pay 000; The nature of individual contingent pay 000; Individual contingent pay as a motivator 000; Arguments for and against individual contingent pay 000; Alternatives to individual contingent pay 000; Criteria for success 000; Performance-related pay 000; Competence-related pay 000; Contribution-related pay 000; Skill-based pay 000; Service-related pay 000; Choice of approach 000; Readiness for individual contingent pay 000; Developing and implementing individual contingent pay 000; Team-based pay 000; Organization-wide schemes 000

Library of Congress Subject Headings for this publication:

Personnel management -- Handbooks, manuals, etc.