Normal view MARC view ISBD view

Michael Armstrong

A handbook of human resource management practice - 7th ed. - London : Kogan Page, 1999. - xx, 922 pages : illustrations ;

Includes index

The Foundations of Human Resource Management --
Versions of HRM --
The development of the HRM concept --
Models of HRM --
Further developments in the concept of HRM --
Assimilation of HRM --
Reservations about HRM --
HRM and personnel management --
Reactions to HRM --
Key HRM activities --
HRM in context --
Strategic human resource management --
Aims of strategic HRM --
The rationale for strategic HRM --
Resource-based strategic HRM --
Approaches to strategic HRM --
Limitations to the concept of strategic HRM --
Formulating HR strategies --
Implementing HR strategies --
Intellectual capital: the theory and its practical implications --
The significance of intellectual capital --
Human capital --
Social capital --
Organizational capital --
Practical implications of intellectual capital theory --
Human capital theory and HR practices --
Practical implications of social capital theory --
Practical implications of organizational capital theory --
The Practice of Human Resource Management --
Role of the HR function --
Variations in the role of the HR function --
Changes in the scope of the function --
Integrating the HR contribution --
Organizing the HR function --
Shared HR services --
The respective roles of HR and line management --
Marketing the HR function --
Preparing, justifying and protecting the HR budget --
Outsourcing HR work --
Using management consultants --
Role of the HR practitioner --
Activities --
Gaining support and commitment --
Roles --
Models of HR management roles.

Now fully revised to reflect the Institute of Personnel and Development's current syllabus, this book offers a comprehensive handbook of human resource management practice.


ISBN: 9780749429645 074942964X

Subjects--Topical Terms:
Personnel management.

Dewey Class. No.: 658.3 / ARM