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详细
Develop and implement HR strategies which are aligned with wider business strategies to achieve organizational success.
Armstrong's Handbook of Strategic Human Resource Management is a complete guide to integrating HR strategies with wider organizational goals and objectives approaches to achieve sustained competitive advantage. Supported by key learning summaries, source reviews and practical real-life examples from organizations including UNICEF and General Motors (GM), it provides coverage of HRM strategies in key areas of the function such as employee engagement, talent management and learning and development, as well as strategic HRM approaches in an international context.
This fully revised seventh edition of Armstrong's Handbook of Strategic Human Resource Management contains new chapters on evidence-based strategic HRM, employee wellbeing strategies and HR analytics, as well as additional case studies and updated wider content to reflect the latest research and thinking. 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 supporting resources include lecture slides and comprehensive handbooks for lecturers and students which include self-assessment questions, case study exercises, and a glossary and literature review.
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- Chapter - 00: Introduction;
- Section - ONE: Strategic human resource management (SHRM);
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- Chapter - 01: Human resource management;
- Chapter - 02: Strategic management;
- Chapter - 03: The concept of strategic human resource management;
- Chapter - 04: The evolution of SHRM;
- Chapter - 05: The reality of SHRM;
- Section - TWO: People strategy in general;
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- Chapter - 06: The concept of people management;
- Chapter - 07: The nature and practice of people strategy ;
- Chapter - 08: Developing people strategy;
- Chapter - 09: Implementing people strategy;
- Chapter - 10: The strategic role of people professionals;
- Section - THREE: Specific people strategies;
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- Chapter - 11: Organization development strategy;
- Chapter - 12: Human capital management strategy;
- Chapter - 13: Knowledge management strategy;
- Chapter - 14: Corporate social responsibility strategy;
- Chapter - 15: Organizational performance strategy;
- Chapter - 16: Individual performance strategy;
- Chapter - 17: Digital strategy for people management;
- Chapter - 18: Employee engagement strategy;
- Chapter - 19: Resourcing strategy;
- Chapter - 20: Talent management strategy;
- Chapter - 21: Diversity and inclusion strategy;
- Chapter - 22: Learning and development strategy;
- Chapter - 23: Reward strategy;
- Chapter - 24: Employment relationships strategy;
- Chapter - 25: Employee wellbeing strategy;
- Chapter - 26: International people management strategy;
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Michael Armstrong is the UK's bestselling author of HRM books. With over a million copies sold, his books have been translated into twenty-one languages. He is managing partner of E-Reward and was previously a chief examiner of the Chartered Institute of Personnel and Development (CIPD).
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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
Training Journal
