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Produktbild: Armstrong's Handbook of Human Resource Management Practice

Armstrong's Handbook of Human Resource Management Practice A Guide to the Theory and Practice of People Management

113,99 €

inkl. gesetzl. MwSt., Versandkostenfrei

Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

03.01.2026

Verlag

Kogan Page Ltd

Seitenzahl

760

Maße (L/B/H)

19,8/25,3/11,6 cm

Gewicht

1486 g

Auflage

17

Sprache

Englisch

ISBN

978-1-398-62210-4

Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

03.01.2026

Verlag

Kogan Page Ltd

Seitenzahl

760

Maße (L/B/H)

19,8/25,3/11,6 cm

Gewicht

1486 g

Auflage

17

Sprache

Englisch

ISBN

978-1-398-62210-4

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: gpsr@libri.de

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  • Produktbild: Armstrong's Handbook of Human Resource Management Practice


    • Section - ONE: Fundamentals of human resource management;



      • Chapter - 01: The essence of HRM;

      • Chapter - 02: Human capital management;

      • Chapter - 03: The context of HRM;

      • Chapter - 04: The future of work;

      • Chapter - 05: HRM and organizational performance;

      • Chapter - 06: The ethical dimension of HRM;

      • Chapter - 07: Corporate social responsibility;



    • Section - TWO: The strategic approach to HRM;



      • Chapter - 08: Strategic HRM;

      • Chapter - 09: HR strategy;



    • Section - THREE: Delivering HR;



      • Chapter - 10: The role of HR;

      • Chapter - 11: The HRM role of line managers;



    • Section - FOUR: Human resource management processes;



      • Chapter - 12: Evidence-based HRM;

      • Chapter - 13: HR analytics;

      • Chapter - 14: Digital HRM;

      • Chapter - 15: Knowledge Management;

      • Chapter - 16: AI in HRM



    • Section - FIVE: Organization;



      • Chapter - 17: Organizational behaviour;

      • Chapter - 18: Organizational design;

      • Chapter - 19: Work design;

      • Chapter - 20: Job design;

      • Chapter - 21: Organizational development;



    • Section - SIX: Factors affecting the behaviour of people at work;



      • Chapter - 22: Ability, motivation and opportunity;

      • Chapter - 23: Commitment;

      • Chapter - 24: Employee engagement;



    • Section - SEVEN: People resourcing;



      • Chapter - 25: Resourcing strategy;

      • Chapter - 26: Workforce Planning;

      • Chapter - 27: Recruitment and selection;

      • Chapter - 28: Skill-based Recruitment;

      • Chapter - 29: Talent Management;



    • Section - EIGHT: Employment practices;



      • Chapter - 30: The employee experience;

      • Chapter - 31: Managing employment;

      • Chapter - 32: Managing diversity and inclusion;

      • Chapter - 33: Managing flexibility;

      • Chapter - 34: Managing home and hybrid working;



    • Section - NINE: Learning and development;



      • Chapter - 35: The basis of learning and development;

      • Chapter - 36: Strategic learning and development;

      • Chapter - 37: Organisational learning and the learning organization;

      • Chapter - 38: Individual learning;

      • Chapter - 39: The practice of learning and development;

      • Chapter - 40: The practice of learning and development;

      • Chapter - 41: Leadership and management development;



    • Section - TEN: Performance management;



      • Chapter - 42: The basis of performance management;

      • Chapter - 43: Performance management;

      • Chapter - 44: Performance leadership;



    • Section - ELEVEN: Reward management;



      • Chapter - 45: The bases of reward management;

      • Chapter - 46: Reward strategy;

      • Chapter - 47: The practice of reward management;

      • Chapter - 48: Managing reward for special groups;

      • Chapter - 49: Reducing the gender pay gap;



    • Section - TWELVE: Employment relations;



      • Chapter - 50: The basis of employment relations;

      • Chapter - 51: Employment relations strategy;

      • Chapter - 52: The employment relationship;

      • Chapter - 53: The psychological contract;

      • Chapter - 54: The practice of industrial relations;

      • Chapter - 55: Employee voice;

      • Chapter - 56: Employee communications;



    • Section - THIRTEEN: Employee wellbeing;



      • Chapter - 57: Principles and practice of employee wellbeing;

      • Chapter - 58: Health and Safety;



    • Section - FOURTEEN: HR practices;



      • Chapter - 59: HR policies;

      • Chapter - 60: HR procedures;

      • Chapter - 61: Dealing with the legal aspects of employment;



    • Section - FIFTEEN: International HRM;



      • Chapter - 62: The basis of international HRM;

      • Chapter - 63: The practice of international HRM;

      • Chapter - 64: Managing expatriates;



    • Section - SIXTEEN: People management skills and competencies;



      • Chapter - 65: Strategic people management skills;

      • Chapter - 66: Business skills;

      • Chapter - 67: Dealing with business issues from an HR perspective;

      • Chapter - 68: Problem-solving and decision-making;

      • Chapter - 69: Analytical and critical skills;

      • Chapter - 70: Research skills;

      • Chapter - 71: Statistical skills;

      • Chapter - 72: Selection interviewing skills;

      • Chapter - 73: Job, role and skills analysis and competency modelling;

      • Chapter - 74: Learning and development skills;

      • Chapter - 75: Negotiating skills;

      • Chapter - 76: Change management;

      • Chapter - 77: Influencing skills;

      • Chapter - 78: Leadership;

      • Chapter - 79: Handling people problems;

      • Chapter - 80: Handling challenging conversations;

      • Chapter - 81: Managing conflict;

      • Chapter - 82: Recruitment-based skills;

      • Chapter - 83: Political skills;

      • Chapter - 84: Project management;



    • Section - SEVENTEEN: Conclusion;



      • Chapter - 85: Trends in HRM