Armstrong's handbook of human resource management practice /

Revised edition of the author's Armstrong's handbook of human resource management practice, 2014.

Section - ONE: Fundamentals of Human Resource Management Chapter - 01: Human Resource Management (HRM); Chapter - 02: Human Capital Management; Chapter - 03: Strategic HRM; Section - TWO: Delivering HRM; Chapter - 04: HR Architecture - The HR System; Chapter - 05: The Role of the HR Function; Chapter - 06: The Role of HR Professionals; Chapter - 07: HRM and Performance; Section - THREE: Human Resource Management Processes; Chapter - 08: HR Strategies; Chapter - 09: HR Policies; Chapter - 10: HR Procedures; Chapter - 11: HR Analytics; Chapter - 12: Knowledge Management; Chapter - 13: Competency-Based HRM; Chapter - 14: The Ethical Dimension of HRM; Chapter - 15: Corporate Social Responsibility; Section - FOUR: People and Organizations; Chapter - 16: Organizational Behaviour; Chapter - 17: Work, Organization and Job Design; Chapter - 18: Organization Development; Section - FIVE: Factors Influencing Employee Behaviour; Chapter - 19: Motivation; Chapter - 20: Commitment; Chapter - 21: Employee Engagement; Section - SIX: People Resourcing; Chapter - 22: Strategic Resourcing; Chapter - 23: Workforce Planning; Chapter - 24: Recruitment and Selection; Chapter - 25: Talent Management; Chapter - 26: Introduction to the Organization; Chapter - 27: Release from the Organization; Chapter - 28: Managing Employee Retention; Chapter - 29: Absence Management; Chapter - 30: Managing Diversity and Inclusion; Chapter - 31: Managing Flexibility; Section - SEVEN: Learning and Development; Chapter - 32: Strategic Learning and Development; Chapter - 33: How People Learn; Chapter - 34: The Process of Learning and Development; Chapter - 35: Workplace Learning; Chapter - 36: Social Learning; Chapter - 37: E-Learning; Chapter - 38: Training; Chapter - 39: Leadership and Management Development; Chapter - 40: The Role of the Learning and Development Function; Section - EIGHT: Performance Management; Chapter - 41: Performance Management Fundamentals; Chapter - 42: The Process of Performance Management; Section - NINE: Rewarding People; Chapter - 43: Reward Management; Chapter - 44: Market Pricing; Chapter - 45: Job Evaluation; Chapter - 46: Grade and Pay Structures; Chapter - 47: Contingent Pay; Chapter - 48: Managing Reward for Special Groups; Chapter - 49: Managing Reward Systems; Section - TEN: Employee Relations; Chapter - 50: The Basis of Employee Relations; Chapter - 51: The Employment Relationship; Chapter - 52: The Psychological Contract; Chapter - 53: The Practice of Industrial Relations; Chapter - 54: Employee Voice; Chapter - 55: Employee Communications; Section - ELEVEN: Employee Well-Being; Chapter - 56: The Practice of Employee Well-Being; Chapter - 57: Health and Safety; Section - TWELVE: International HRM; Chapter - 58: The International HRM Framework; Chapter - 59: The Practice of International HRM; Chapter - 60: Managing Expatriates; Section - THIRTEEN: HRM Practices; Chapter - 61: HR Information Systems; Chapter - 62: Employment Law; Section - FOURTEEN: HR Skills; Chapter - 63: Strategic HRM Skills; Chapter - 64: Business Skills; Chapter - 65: Problem-Solving Skills; Chapter - 66: Analytical and Critical Skills; Chapter - 67: Research Skills; Chapter - 68: Statistical Skills; Chapter - 69: Selection Interviewing Skills; Chapter - 70: Job, Role and Skills Analysis and Competency Modelling;Chapter - 71: Learning and Development Skills; Chapter - 72: Negotiating Skills; Chapter - 73: Leading and Facilitating Change; Chapter - 74: Leadership Skills; Chapter - 75: Influencing Skills; Chapter - 76: Handling People Problems; Chapter - 77: Handling Challenging Conversations; Chapter - 78: Managing Conflict; Chapter - 79: Political Skills; Chapter - 80: Investigating a Business Issue from an HR Perspective

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