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, and offers a guide both to formulating human resource strategies and to implementing them. Fully updated, this edition incorporates the latest thinking, research and practice on strategic Human Resource Management and contains completely revised chapters on HRM, HR strategy, the formulation and implementation of strategy, roles in strategic HRM and strategic reward. This indispensable book includes coverage of international aspects of strategic human resource management.
It also reflects important developments in HR strategies linked with those issues that affect HRM on a day-to-day basis, including human capital management, corporate social responsibility, organization development, employee engagement and talent management. Case studies, checklists, practical examples and a strategic HR toolkit make this book an extremely practical resource for all those who are involved in putting complex strategy into practice in order to effect positive and productive change.
The Handbook also continues to be an essential reference source for all managers concerned with personnel and HRM issues. The new edition also contains updated material based on recent developments in HRM policy and practice and a wide range of surveys and research projects conducted by professional associations and research bodies. Providing a complete resource for understanding and implementing HR in relation to the needs of the business as a whole, it includes in-depth coverage of all the key areas essential to the HR function.
The 12th edition has been radically updated to create a cutting-edge textbook, which encourages and facilitates effective learning. Comprehensive online support material is provided for the instructor, student and now also the practitioner, providing a complete resource for teaching and self-learning.
The text has been updated to include all the latest developments in HRM and now includes two new sections covering HR skills and toolkits. It also means exercising social responsibility, being concerned for the interests well-being of employees and acting ethically with regard to the needs of people in the organization and the community.
Armstrong's Essential Human Resource Management Practice provides a complete overview of the practices and processes fundamental to managing people.
The text provides a thorough introduction to the core areas of HR including: people resourcing, performance management, learning and development and rewarding people. It also examines the contribution of HR to organizational aims and objectives and how it is integrated within the business.
The book is accompanied by online resources for both lecturers and students and adopts an increased focus on employee engagement, a concept which is becoming increasingly prominent in people management, but which is often presented as a mantra without being properly understood; this is examined in detail with reference to recent research.
Michael Armstrong's original Handbook of Human Resource Management is the classic text for all those studying HR or who are entering the profession for the first time.
In this new title Michael Armstrong provides a condensed text which has been rewritten with the non-HR student or professional in mind, describing and evaluating key HRM concepts such as: HRM itself; strategic HRM; the resource-based view; the choice between best practice and best fit; human capital measurement; motivation theory; emotional intelligence; the flexible firm; the learning organization; and financial rewards.
The authors have drawn on previously unpublished research to provide authentic voices from real-life managers discussing how they set about developing and implementing HR strategies.
Strategic Human Resource Management
However in addition, they need to be aware of the management and business considerations that affect their work. Armstrong's Handbook of Management and Leadership provides guidance on the processes of management and leadership with particular reference to what managers and aspiring managers need to know and do to make a difference.
Strategic human resource management
This new edition is the only book that covers in one volume the new Leading, Managing and Developing People and Developing Skills for Business Leadership modules, which are part of the Chartered Institute of Personnel and Development's Leadership and Management Standards.
Online supporting resources for this book include lecture slides for each chapter, flashcards and case studies with exercises. It's not hard to see why. Covering everything you need to know about reward management in a company, the handbook is both highly readable as well as containing an impressive programme of tried and tested techniques for running efficient and motivational reward programmes.
The techniques covered include: establishing job values and relativities; developing grade and pay structures; how to reward and review contribution and performance; how to reward special groups; running employee benefit and pension schemes; and so much more.
This new edition contains new research conducted by E-Reward, as well as over 30 new case studies and brand new coverage of key topics such as engagement and commitment, bonus schemes and rewarding knowledge workers.
If you are involved in developing reward schemes for staff, or are studying human resource management, then this book will open your eyes to the latest thinking in staff motivation and reward. What makes good HR strategy and how do you develop it?
Much more than documents.
What are the key issues that need to be considered when creating, developing, and embedding a strategic approach to managing people? These are the fundamental questions asked byHR professionals and tackled in this innovative and comprehensive textbook.
Drawing on the latest academic research, the well-respected author team take a reliably thematic approach to SHRM.
Broken into four distinct parts, the book addresses the context, theories, themes, and future of managing people strategically.
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Tata Motors, Samsung, Pizza Express, and Deliveroo makeup some of the case studies and examples that feature across the book, ensuring that theoretical discussion is always linked to practical application. New "Strategic HRM in Action" boxes take this one step further by presenting students with a scenario in which they themselves can make strategicdecisions and reflect on their own evaluation of real-life business practices.
Critical thinking is essential in SHRM, so frequent Critical Reflection boxes, Review Questions, and questions or activities to accompany every case study ensure students are challenged to engage with the subject critically and reflectively, and consider their own evaluations of the essentialtheories and the strategic practices adopted by different organizations. Global case studies and an opening chapter dedicated to the global context of SHRM challenge the dominant Western perspective and provide a rounded and adaptable view of SHRM.
A user-friendly structure and wide range of learning features, including learning objectives, key concept boxes, and summaries, ensure the text remains accessible, even for those completely new to SHRM, allowing all students to benefit from the book's ideal balance between the latest academic theoryand contemporary, real-world practice.