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Innovation and Best Practice
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Established 1967



Armstrong's Handbook of Human Resource Management Practice

Armstrong's Handbook of Human Resource Management Practice

Michael Armstrong, Stephen Taylor

£44.99

This bestselling textbook covers everything you need to know about HRM, whether you're a student building your knowledge or an HR manager looking for best practice tools to enhance your performance.

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About the book

Armstrong's Handbook of Human Resource Management Practice is the bestselling, definitive text for all HRM students and professionals. Providing a complete resource for understanding and implementing HR in relation to the needs of the business as a whole, it contains in-depth coverage of all the key areas essential to the HR function such as employment law, employee relations, learning and development, performance and reward. Accessible and to the point as ever, this fully updated 14th edition includes emerging theory and practice, embracing the most current thinking on engagement, talent management and leadership development. With updated case studies and references to academic journals, professional magazines and recent research and surveys, it also includes coverage of new approaches to topics such as job evaluation and pay structures.

Armstrong's Handbook of Human Resource Management Practice is aligned with the Chartered Institute of Personnel and Development (CIPD) professional map and standards, with the sections meeting CIPD learning outcomes now even clearer than before. Comprehensive online support material for instructors, students and HR managers are included. Resources for students and professionals include multiple-choice-questions, flash cards, case studies, further reading and a glossary of HRM terms. The lecturers' manual contains session notes, discussion questions, a literature review and a complete set of PowerPoint slides.


Table Of Contents

  • 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



Reviews

The gold standard when it comes to HRM texts
Connie Nolan, Senior Lecturer at Canterbury Christ Church University (about a previous edition)

Topical, comprehensive, well-informed and student-friendly
Dr Izabela Robinson, Senior Lecturer Human Resource Management, Northampton Business School (about a previous edition)

Armstrong's approach to HRM is sufficiently academic but tempered with good practice and common sense.
Dr Janet Astley, Senior Lecturer, York St John Business School (about a previous edition)

This is the most comprehensive account of modern HR practice and theory. It is a must have for all HR professionals and students of business and HR....An excellent reference.
Amazon reviewer (about the previous edition)

This is a 'tour de force' of the whole HR area - excellent reference!
Amazon reviewer (about the previous edition)

[The] HR Bible
Amazon reviewer (about the previous edition)


Book Details

  • EAN: 9780749474119
  • Edition: 14
  • Published: 3rd February 2017
  • Paperback
  • Dimensions: 246x189
  • 776 pages

About the Author

Michael Armstrong is a former chief examiner of the Chartered Institute of Personnel and Development (CIPD), joint managing partner of E-reward and an independent management consultant. He is the author of several bestselling HR books, also published by Kogan Page.

Stephen Taylor 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.


Michael Armstrong


Stephen Taylor