Armstrong's Handbook of Strategic Human Resource Management

Develop and implement HR strategies which are aligned with wider business objectives to achieve organizational success.

Armstrong's Handbook of Strategic Human Resource Management is a complete guide to understanding how and why organizations integrate HR strategies to achieve and sustain their competitive advantage. This fully revised, practical guide contains new chapters on the foundation of strategic HRM, employee wellbeing strategies and HR analytics, as well as real-world examples and updated wider content to reflect the latest research and thinking. Now in its eighth edition, this book includes practical insights and in-depth coverage of HRM strategies in key areas such as employee engagement, talent management and learning and development, as well as strategic HRM approaches in an international context. It's supported by key learning points, key questions and real-life examples from organizations such as Boots, UNICEF and GKN. It remains an indispensable resource for both professionals and those studying HR qualifications, including undergraduate and masters' degrees and the CIPD's advanced level qualifications. Online resources include PowerPoint slides and comprehensive handbooks for lecturers and students which includes self-assessment questions, case study exercises and literature review.

Online resources: Lecture slides and handbooks for lecturers and students which include self-assessment questions, case study exercises and a glossary

Auteur
Michael Armstrong is the UK's bestselling author of Human Resource Management books including Armstrong's Handbook of Human Resource Management Practice, Armstrong's Handbook of Strategic Human Resource Management, Armstrong's Handbook of Reward Management Practice and Armstrong's Handbook of Performance Management and several other titles published by Kogan Page. His books have sold over a million copies and have been translated into twenty-one languages. Michael Armstrong is a Companion and former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD), a managing partner of E-Reward and an independent management consultant. Prior to this he was an HR director of a publishing company. He is based in London, UK.

Contenu

• • Chapter - 00: Introduction;
• Section - ONE: Strategic human resource management (SHRM)
• • Chapter - 01: The essence of strategic human resource management (SHRM);
  • Chapter - 02: The evolution of SHRM;
  • Chapter - 03: The context of SHRM;
  • Chapter - 04: Human resource management;
  • Chapter - 05: Strategic management;
  • Chapter - 06: Strategic alignment;
  • Chapter - 07: The resource-based view;
  • Chapter - 08: Ability, motivation and opportunity (AMO);
• Section - TWO: The nature, development and implementation of HR strategy;
• • Chapter - 09: HR strategy;
  • Chapter - 10: Developing HR strategy;
  • Chapter - 11: Implementing HR strategy;
  • Chapter - 12: The strategic role of the HR function;
• Section - THREE: Overall HR strategies;
• • Chapter - 13: The employee experience;
  • Chapter - 14: Organizational development;
  • Chapter - 15: Organizational performance;
  • Chapter - 16: Individual performance;
  • Chapter - 17: Human capital management;
  • Chapter - 18: Knowledge management;
  • Chapter - 19: Corporate social responsibility;
  • Chapter - 20: ESG strategy;
• Section - FOUR: Specific HR strategies;
• • Chapter - 21: Resourcing;
  • Chapter - 22: Talent management;
  • Chapter - 23: Learning and development;
  • Chapter - 24: Reward;
  • Chapter - 25: Employment relations;
  • Chapter - 26: Equality, diversity and inclusion;
  • Chapter - 27: Employee wellbeing;
  • Chapter - 28: Digital HRM;
  • Chapter - 29: International HRM;
  • Chapter - 30: Conclusions;