A handbook of human resource management practice

By: Michael ArmstrongMaterial type: TextTextPublication details: London : Kogan Page, 1999Edition: 7th edDescription: xx, 922 pages : illustrationsISBN: 9780749429645; 074942964X Subject(s): Personnel managementDDC classification: 658.3
Contents:
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.
Summary: 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.
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Item type Current library Collection Call number Status Date due Barcode Item holds
Reference Books Reference Books Main Library
Reference 		Reference 658.3 ARM (Browse shelf(Opens below)) Available 005700
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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.

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