Armstrong's Handbook of Human Resource Management Practice (15^th Ed.)

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.

<ul style='padding-top:0;padding-left:0;list-style:none;'><li>Section - PART I: Fundamentals of human resource management;</li><li><ul style='padding-top:0;list-style:none;'><li>Chapter - 01: Human resource management;</li><li>Chapter - 02: Strategic HRM;</li><li>Chapter - 03: HR strategy;</li><li>Chapter - 04: Human capital management;</li><li>Chapter - 05: The context of HRM;</li><li>Chapter - 06: HRM and performance;</li><li>Chapter - 07: International HRM;</li></ul></li><li>Section - PART II: Delivering HRM;</li><li><ul style='padding-top:0;list-style:none;'><li>Chapter - 08: The role of the HR function;</li><li>Chapter - 09: The role of HR professionals;</li><li>Chapter - 10: The HRM role of line managers;</li></ul></li><li>Section - PART III: Human resource management processes;</li><li><ul style='padding-top:0;list-style:none;'><li>Chapter - 11: Evidence-based HRM;</li><li>Chapter - 12: HR analytics;</li><li>Chapter - 13: e-HRM;</li><li>Chapter - 14: Artificial intelligence and HRM;</li><li>Chapter - 15: Knowledge management;</li><li>Chapter - 16: Competency-based HRM;</li><li>Chapter - 17: The ethical dimension of HRM;</li><li>Chapter - 18: Corporate social responsibility;</li></ul></li><li>Section - PART IV: Organization;</li><li><ul style='padding-top:0;list-style:none;'><li>Chapter - 19: Organizational behaviour;</li><li>Chapter - 20: Organization design;</li><li>Chapter - 21: Work design;</li><li>Chapter - 22: Job design;</li><li>Chapter - 23: Organization development;</li></ul></li><li>Section - PART V: Factors affecting the behaviour of people at work;</li><li><ul style='padding-top:0;list-style:none;'><li>Chapter - 24: Motivation;</li><li>Chapter - 25: Commitment;</li><li>Chapter - 26: Employee engagement;</li></ul></li><li>Section - PART VI: People resourcing;</li><li><ul style='padding-top:0;list-style:none;'><li>Chapter - 27: Workforce planning;</li><li>Chapter - 28: Recruitment and selection;</li><li>Chapter - 29: Talent management;</li></ul></li><li>Section - PART VII: Employment practices;</li><li><ul style='padding-top:0;list-style:none;'><li>Chapter - 30: Managing employment;</li><li>Chapter - 31: Managing diversity and inclusion;</li><li>Chapter - 32: Managing flexibility;</li></ul></li><li>Section - PART VIII: Learning and development;</li><li><ul style='padding-top:0;list-style:none;'><li>Chapter - 33: The basis of learning and development;</li><li>Chapter - 34: The process of learning and development;</li><li>Chapter - 35: Learning and development practices;</li><li>Chapter - 36: Leadership and management development;</li></ul></li><li>Section - PART IX: Performance management;</li><li><ul style='padding-top:0;list-style:none;'><li>Chapter - 37: The concept of performance management;</li><li>Chapter - 38: Performance management systems;</li><li>Chapter - 39: Reinventing performance management;</li></ul></li><li>Section - PART X: Reward management;</li><li><ul style='padding-top:0;list-style:none;'><li>Chapter - 40: The basis of reward management;</li><li>Chapter - 41: The practice of reward management;</li><li>Chapter - 42: Managing reward for special groups;</li><li>Chapter - 43: The gender pay gap;</li></ul></li><li>Section - PART XI: Employment relations;</li><li><ul style='padding-top:0;list-style:none;'><li>Chapter - 44: The basis of employment relations;</li><li>Chapter - 45: The employment relationship;</li><li>Chapter - 46: The psychological contract;</li><li>Chapter - 47: The practice of industrial relations;</li><li>Chapter - 48: Employee voice;</li><li>Chapter - 49: Employee communications;</li></ul></li><li>Section - PART XII: Employee wellbeing;</li><li><ul style='padding-top:0;list-style:none;'><li>Chapter - 50: The principles and practice of employee wellbeing;</li><li>Chapter - 51: Health and safety;</li></ul></li><li>Section - PART XIII: HRM policies and practices and employment law;</li><li><ul style='padding-top:0;list-style:none;'><li>Chapter - 52: HR policies;</li><li>Chapter - 53: HR procedures;</li><li>Chapter - 54: HR information systems;</li><li>Chapter - 55: Employment law;</li></ul></li><li>Section - PART XIV: People management skills;</li><li><ul style='padding-top:0;list-style:none;'><li>Chapter - 56: Strategic people management skills;</li><li>Chapter - 57: Business skills;</li><li>Chapter - 58: Problem-solving and decision-making skills;</li><li>Chapter - 59: Analytical and critical skills;</li><li>Chapter - 60: Research skills;</li><li>Chapter - 61: Statistical skills;</li><li>Chapter - 62: Selection interviewing skills;</li><li>Chapter - 63: Job, role, competency and skills analysis;</li><li>Chapter - 64: Learning and development skills;</li><li>Chapter - 65: Negotiating skills;</li><li>Chapter - 66: Change management;</li><li>Chapter - 67: Influencing skills;</li><li>Chapter - 68: Leadership skills;</li><li>Chapter - 69: Handling people problems;</li><li>Chapter - 70: Handling challenging conversations;</li><li>Chapter - 71: Managing conflict;</li><li>Chapter - 72: Political skills;</li><li>Chapter - 73: Dealing with business issues from an HR perspective;</li><li>Chapter - 74: Project management;</li></ul></li></ul>

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.

Aligns with the Chartered Institute of Personnel and Development (CIPD) profession map and standards; ideal for both professionals and those studying undergraduate degrees and the CIPD's level 5 and 7 qualifications