Learn about and be able to implement complex HRM strategies formulated by practitioners, academics and consultants with the latest edition of this popular book.
Strategic human resource management has been taken up by academics, consultants and practitioners alike. However, the integration of human resource strategy with overall business strategy is often easier in theory than in practice. Armstrong's Handbook of Strategic Human Resource Management provides a bridge between theory and practice, serving as a guide both to formulating human resource strategies and to implementing them.
This completely revised sixth edition examines HRM and SHRM as well as organizational and functional strategies from a practical standpoint. It includes brand new chapters on developing and delivering HR strategy, implementing individual performance strategies, creating and executing a corporate social responsibility strategy as well as a new discussion of international HRM strategies. Full of case studies, checklists and practical examples, Armstrong's Handbook of Strategic Human Resource Management is an indispensable resource for all those who are involved in putting complex strategy into practice to effect positive and productive change. Online supporting resources include lecture slides, an instructor's manual and a student's manual complete with a bibliography and glossary.
the perfect book for HR students to follow and revise with [and] for HR practitioners to dip into and reflect on the issues they are facing, how to classify them and what frameworks to move forward with in addressing them.... Michael confronts all of the major HR debates of the day - the ethical dilemmas of modern HRM; the mistakenly elitist impression that 'talent management' is only about developing your high-fliers; the 'say:do' and 'rhetoric: reality' gaps commonly evident due to 'insufficient attention to practical implementation' and the line managers entrusted with it....Expertly summarising the debates on the different definitions of HRM strategy and even those who deny the concept's practical existence, Michael's well-evidenced and cautionary conclusion is to 'remember that HR strategy is a process, a 'pattern in a stream of decisions', not a document, event or intervention...HRM has become something that organisations do rather than a philosophy, the process of managing people'.
Dr Duncan Brown, Head of HR Consulting, Institute for Employment Studies
It will be of major value to the human resources manager since it underscores the strategic importance of HR representation at board level, and demonstrates how each aspect of HR strategy should be linked seamlessly into the global business strategy
Michael Armstrong is a former chief examiner of the Chartered Institute of Personnel and Development (CIPD), managing partner of E-Reward and an independent management consultant. He has spent 25 years as an HR practitioner, including 12 as HR director. He has sold over 500,000 books on the subject of human resource management, and is the author of numerous bestselling HR books, also published by Kogan Page.
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