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

Description

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. Cover Contents in Brief Contents List of figures List of tables Preface PART I Fundamentals of human resource management 01 The essence of HRM Introduction The practice of HRM The HR architecture The HR system The philosophy of people management People practices References 02 Human capital management Introduction Human capital management defined The concept of human capital The constituents of human capital Measuring human capital Approaches to HRM raised by human capital theory HCM and investment decisions References 03 The context of HRM Introduction Environmental factors The labour market References 04 The future of work Introduction The nature of work Theories explaining the meaning of work What is happening to work? The factors affecting work What is happening to work now? What is going to happen to work? References 05 HRM and organizational performance Introduction Measuring organizational performance The impact of HR How HRM makes an impact The development of high-performance working High-performance work systems References 06 The ethical dimension of HRM Introduction The meaning and concerns of ethics The nature of ethical decisions and judgements Fairness Equity theory Justice HRM ethical guidelines Ethical dilemmas The ethical role of HR References 07 Corporate social responsibility Introduction Corporate social responsibility defined Strategic CSR defined CSR activities The rationale for CSR The opposing view Social responsibility investment criteria Benefits of CSR The basis for developing a CSR strategy The role of HR References PART II The strategic approach to HRM 08 Strategic HRM Introduction The nature of strategic human resource management The resource-based view of SHRM Strategic fit Critical evaluation of the concept of SHRM References 09 HR strategy Introduction The nature of HR strategy Approaches to HR strategy Developing HR strategy Implementing HR strategy References PART III Delivering HR 10 The role of HR Introduction The HR function The role of the HR professional References 11 The HRM role of line managers Introduction The people management role of line managers How well does devolution to line managers of HR responsibilities work? Factors affecting the quality of the implementation of HRM by line managers Dealing with the factors References PART IV Human resource management processes 12 Evidence-based HRM Introduction Evidence-based HRM defined Evidence-based management The approach to evidence-based HRM References 13 HR analytics Introduction HR analytics defined The purpose of HR analytics The content of HR analytics The process of HR analytics Types of HR analytics Keeping people informed References 14 Digital HRM Introduction Digital HRM defined The purpose of digital HRM The uses of digital HRM Digital transformation Human resource information system (HRIS) Cloud computing Artificial intelligence Managing digital HRM References 15 Knowledge management Introduction Knowledge management defined The meaning of knowledge Approaches to knowledge management Knowledge management issues Implementing knowledge management References 16 Competency-based HRM Introduction Competency defined Knowledge, skills and abilities (KSAs) Competency frameworks Developing a competency framework Approaches to using competencies Applications of competency-based HRM Keys to success in using competencies References PART V Organization 17 Organizational behaviour Introduction Organizational behaviour defined The sources and applications of organizational behaviour theory How organizations function Organizational culture Organizational climate Organizational processes Characteristics of people Implications for HR specialists References 18 Organization design Introduction Organization design theories Organization design guidelines Organizational choice The approach to organization design Successful organization design References 19 Work design Introduction Work design – a short history Work system design Approaches to work design The role of HR in work design References 20 Job design Introduction Job quality What is a good job? The practice of job design Principles of job design Approaches to job design Responsibility for job design Job crafting References 21 Organization development Introduction Organization development defined The nature of organization development The story of organization development Organization development strategy Organization development programmes Organizational diagnosis Conclusions on organization development References PART VI Factors affecting the behaviour of people at work 22 Motivation Introduction The meaning of motivation Reinforcement theory Content theory Process theory Intrinsic and extrinsic motivation Motivation and job satisfaction Motivation and financial incentives Conclusions on motivation theory Motivation strategies References 23 Commitment Introduction The meaning of organizational commitment Mutuality and commitment Commitment and performance The mutual gains perspective Commitment and engagement Factors affecting commitment Critical evaluation of the concept of commitment Developing a commitment strategy References 24 Employee engagement Introduction The meaning of employee engagement The theory of engagement The components of employee engagement Drivers of employee engagement Outcomes of engagement Engagement strategy Enhancing job engagement Enhancing organizational engagement Burnout Measuring engagement Critical evaluation of the concept of employee engagement References PART VII People resourcing 25 Resourcing strategy Introduction Strategic resourcing The nature of resourcing strategies Reference 26 Workforce planning Introduction Workforce planning defined The link between workforce and business/corporate planning Incidence of workforce planning Workforce planning issues Systematic workforce planning Approach to workforce planning References 27 Recruitment and selection Introduction The recruitment and selection process Defining requirements Attracting candidates Sourcing candidates Screening applications Selection methods Selection interviews Selection testing Assessment centres Making the decision Provisional offers and obtaining references Offering employment Following up Dealing with recruitment problems References 28 Talent management Introduction Talent management defined Talent management policy Talent management strategy The process of talent management The talent pool Talent planning Resourcing Identifying talent Talent development References PART VIII Employment practices 29 The employee experience Introduction The concept of the employee experience References 30 Managing employment Introduction Introduction to the organization Managing employee retention Employee turnover Redundancy Fire and rehire Dismissal Absence management Presenteeism References 31 Managing diversity and inclusion Introduction The meaning and significance of managing diversity and inclusion The rationale for managing diversity and inclusion How to manage diversity and inclusion References 32 Managing flexibility Introduction Forms of flexibility Flexible working Zero-hours contracts The role of HR References 33 Managing home and hybrid working Introduction Incidence of home and hybrid working Working from home: general considerations Employers Line managers Individual employees Managing home and hybrid working processes References PART IX Learning and development 34 The basis of learning and development Introduction Learning and development defined The basis of learning The elements of learning and development Formal and informal learning Connected learning The components of learning and development Relationships between L&D and other people management activities The ethical dimension The state of L&D References 35 Strategic learning and development Introduction Strategic learning and development Learning and development strategies Formulating and implementing L&D strategies Reference 36 Organizational learning and the learning organization Introduction Organizational learning The learning organization Comparison of the organizational learning and learning organization concepts References 37 Individual learning Introduction The characteristics of individual learning How people learn The 70:20:10 model Self-directed learning Learning to learn Personal development planning Continuing professional development References 38 The process of learning and development Introduction Identify learning needs Planning learning and development Implement Evaluate learning References 39 The practice of learning and development Introduction Workplace learning Social learning Digital learning Training Apprenticeships References 40 Leadership and management development Introduction Leadership and management development defined The nature of leadership and management Leadership development Management development Criteria for leadership and management development References PART X Performance management 41 The basis of performance management Introduction Performance management defined The purpose and aims of performance management The nature of performance management The impact of performance management Performance management – the ethical dimension Factors affecting the approach to managing performance Choice of approach to managing performance How managers can manage performance References 42 Performance management systems Introduction Features of a performance management system Performance and development planning Monitoring Reviewing 360-degree feedback The reality of performance management Performance management issues References 43 Performance leadership Introduction What ‘engaging managers’ do The concept of performance leadership Performance leadership skills Performance conversations Conclusion References PART XI Reward management 44 The basis of reward management Introduction Reward management defined The reward system Aims of reward management Reward drivers Values and beliefs Reward policy Financial rewards Non-financial rewards Total reward References 45 Reward strategy Introduction The content of reward strategy Formulating reward strategy Critical evaluation of the concept of reward strategy References 46 The practice of reward management Introduction Market pricing Job evaluation Base pay management Contingent pay Recognition schemes Employee benefits Administering reward management References 47 Managing reward for special groups Introduction Executive remuneration Reward management for sales and customer service staff Paying manual workers References 48 Reducing the gender pay gap Introduction Reasons for the gender pay gap Actions to reduce gender pay gaps Narrowing the gap at organizational level References PART XII Employment relations 49 The basis of employment relations Introduction The meaning of employment relations Approaches to employment relations Management style in employment relations Employment relations policies References 50 Employment relations strategy Introduction The nature of employment relations strategy Strategy for creating a constructive and positive employment relations climate Strategy for achieving mutual gains Partnership agreement strategy Strategy for building trust Employee voice strategy Trade union recognition strategy References 51 The employment relationship Introduction The nature of the employment relationship The basis of the employment relationship Labour process theory and the employment relationship Employment relationship contracts Managing the employment relationship Developing a climate of trust References 52 The psychological contract Introduction The psychological contract defined The significance of the psychological contract The psychological contract and the employment relationship How psychological contracts develop The problem with psychological contracts Developing and maintaining a positive psychological contract References 53 The practice of industrial relations Introduction Trade union membership Union recognition Collective bargaining Collective agreements Dispute resolution Informal employee relations processes References 54 Employee voice Introduction The need for employee voice Degrees of employee voice Direct voice Indirect voice Employees’ experience of voice References 55 Employee communications Introduction The importance of communications What should be communicated Approach to communications Communication channels Employee communication strategy References PART XIII Employee wellbeing 56 Principles and practice of employee wellbeing Introduction The basis of wellbeing The case for caring about wellbeing Factors affecting wellbeing Employee wellbeing strategy References 57 Health and safety Introduction Managing health and safety at work Health and safety policies Conducting risk assessments Health and safety audits Health and safety inspections Accident prevention Occupational health programmes Managing stress Measuring health and safety performance Communicating the need for better health and safety practices Health and safety training Organizing health and safety References PART XIV HR practices 58 HR policies Introduction Why have HR policies? Overall HR policy Specific HR policies Developing HR policies Implementing HR policies 59 HR procedures Introduction Capability procedure Disciplinary procedure Grievance procedure Redundancy procedure 60 Dealing with the legal aspects of employment Introduction Employment law provisions How is employment law enforced? HRM and employment law Dealing with Employment Tribunal claims and cases References PART XV International HRM 61 The basis of international HRM Introduction The international scene International HRM strategies Contextual factors Convergence and divergence References 62 The practice of international HRM Introduction HR in international subsidiaries Differences between international and domestic HRM Workforce planning Resourcing International talent management International performance management International reward management Multicultural working Role of the international HR function References 63 Managing expatriates Introduction Why use expatriates? The process of managing expatriates Resourcing policies Recruitment and selection policies Preparation policy Assimilation and support Career management Performance management Re-entry policies Pay and allowances policies References PART XVI People management skills and competencies 64 Strategic people management skills Introduction The strategic role of the HR professional The strategic business partner model The strategic skills required Reference 65 Business skills Introduction Business skills Financial skills Business models Business model innovation References 66 Dealing with business issues from an HR perspective Introduction Identify business issues Establish people factors Critically analyse relevant HR policy and practice Conduct or participate in research Analyse quantitative and qualitative information Draw conclusions Prepare and make the business case Reference 67 Problem-solving and decision-making skills Introduction Problem solving Decision making References 68 Analytical and critical skills Introduction Analytical skills Diagnostic skills Logical reasoning Critical thinking Critical evaluation Developing and justifying arguments A final word References 69 Research skills Introduction The nature of research Planning and conducting research programmes Research methodology Methods of collecting data Processes involved in research References 70 Statistical skills Introduction Frequency Measures of central tendency Measures of dispersion Correlation Regression Causality Tests of significance Testing hypotheses References 71 Selection interviewing skills Introduction Preparing for the interview Conducting a selection interview Types of interviews Selection interview questions Common interviewing mistakes Coming to a conclusion References 72 Job, role and skills analysis and competency modelling Introduction Definitions Job analysis Job descriptions Role analysis and role profiles Skills analysis Competency modelling References 73 Learning and development skills Introduction Coaching Mentoring Facilitating Job instruction References 74 Negotiating skills Introduction The process of negotiation Stages of negotiation Negotiating and bargaining skills Reference 75 Change management Introduction Change The process of change management The responsibility for change Guidelines for change management References 76 Influencing skills Introduction Persuading people Case presentation Making a business case Facilitating Coordinating discussions 77 Leadership Introduction The meaning of leadership Leadership theories What leaders do Leadership styles Types of leaders The qualities of a good leader Effective leadership References 78 Handling people problems Introduction Approach Disciplinary issues Absenteeism Handling poor timekeeping Handling negative behaviour Dealing with under-performance 79 Handling challenging conversations 80 Managing conflict Introduction Handling inter-group conflict Handling interpersonal conflict Resolving conflict between team members Reference 81 Political skills Introduction Typical political approaches Using political means to get things done Political sensitivity Dangers of politics Dealing with organizational politics Reference 82 Project management Introduction Project planning Setting up the project Controlling the project PART XVII Conclusion 83 Trends in HRM Introduction Overall trends Specific trends References CIPD profession map: Cross-references to text Author index Subject index