Cantitate/Preț
Produs

Armstrong, M: Armstrong's Handbook of Human Resource Managem


en Paperback – 3 ian 2020

Armstrong's Handbook of Human Resource Management Practice is the bestselling and definitive resource for HRM students and professionals, which helps readers to understand and implement HR in relation to the needs of the business. It covers in-depth all of the areas essential to the HR function such as employment law, employee relations, learning and development, performance management and reward, as well as the HR skills needed to ensure professional success, including leadership, managing conflict, interviewing and using statistics. Illustrated throughout in full colour and with a range of pedagogical features to consolidate learning (e.g. source review boxes, key learning points, summaries and case studies from international organizations such as IBM, HSBC and Johnson and Johnson), this fully updated 15th edition includes new chapters on the HRM role of line managers, evidence-based HRM, e-HRM and the gender pay gap, further case studies and updated content covering the latest research and developments.

Citește tot Restrânge

Preț: 28305 lei

Preț vechi: 34091 lei
-17%

Puncte Express: 425

Preț estimativ în valută:
5423 5874$ 4650£

Carte indisponibilă temporar

Doresc să fiu notificat când acest titlu va fi disponibil:

Preluare comenzi: 021 569.72.76

Specificații

ISBN-13: 9780749498276
ISBN-10: 0749498277
Pagini: 800
Dimensiuni: 192 x 249 x 32 mm
Greutate: 1.32 kg
Ediția:15. Auflage
Editura: Kogan Page

Notă biografică

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.


Cuprins

Section - ONE: Fundamentals of human resource management; Chapter - 01: Human resource management; Chapter - 02: Strategic HRM; Chapter - 03: HR strategy; Chapter - 04: Human capital management; Chapter - 05: The context of HRM; Chapter - 06: HRM and performance; Chapter - 07: International HRM; Section - TWO: Delivering HRM; Chapter - 08: The role of the HR function; Chapter - 09: The role of HR professionals; Chapter - 10: The HRM role of line managers; Section - THREE: Human resource management processes; Chapter - 11: Evidence-based HRM; Chapter - 12: HR analytics; Chapter - 13: e-HRM; Chapter - 14: Artificial intelligence and HRM; Chapter - 15: Knowledge management; Chapter - 16: Competency-based HRM; Chapter - 17: The ethical dimension of HRM; Chapter - 18: Corporate social responsibility; Section - FOUR: Organization; Chapter - 19: Organizational behaviour; Chapter - 20: Organization design; Chapter - 21: Work design; Chapter - 22: Job design; Chapter - 23: Organization development; Section - FIVE: Factors affecting the behaviour of people at work; Chapter - 24: Motivation; Chapter - 25: Commitment; Chapter - 26: Employee engagement; Section - SIX: People resourcing; Chapter - 27: Workforce planning; Chapter - 28: Recruitment and selection; Chapter - 29: Talent management; Section - SEVEN: Employment practices; Chapter - 30: Managing employment; Chapter - 31: Managing diversity and inclusion; Chapter - 32: Managing flexibility; Section - EIGHT: Learning and development; Chapter - 33: The basis of learning and development; Chapter - 34: The process of learning and development; Chapter - 35: Learning and development practices; Chapter - 36: Leadership and management development; Section - NINE: Performance management; Chapter - 37: The concept of performance management; Chapter - 38: Performance management systems; Chapter - 39: Reinventing performance management; Section - TEN: Reward management; Chapter - 40: The basis of reward management; Chapter - 41: The practice of reward management; Chapter - 42: Managing reward for special groups; Chapter - 43: The gender pay gap; Section - ELEVEN: Employment relations; Chapter - 44: The basis of employment relations; Chapter - 45: The employment relationship; Chapter - 46: The psychological contract; Chapter - 47: The practice of industrial relations; Chapter - 48: Employee voice; Chapter - 49: Employee communications; Section - TWELVE: Employee wellbeing; Chapter - 50: The principles and practice of employee wellbeing; Chapter - 51: Health and safety; Section - THIRTEEN: HRM policies and practices and employment law; Chapter - 52: HR policies; Chapter - 53: HR procedures; Chapter - 54: HR information systems; Chapter - 55: Employment law; Section - FOURTEEN: People management skills; Chapter - 56: Strategic people management skills; Chapter - 57: Business skills; Chapter - 58: Problem-solving and decision-making skills; Chapter - 59: Analytical and critical skills; Chapter - 60: Research skills; Chapter - 61: Statistical skills; Chapter - 62: Selection interviewing skills; Chapter - 63: Job, role, competency and skills analysis; Chapter - 64: Learning and development skills; Chapter - 65: Negotiating skills; Chapter - 66: Change management; Chapter - 67: Influencing skills; Chapter - 68: Leadership skills; Chapter - 69: Handling people problems; Chapter - 70: Handling challenging conversations; Chapter - 71: Managing conflict; Chapter - 72: Political skills; Chapter - 73: Dealing with business issues from an HR perspective; Chapter - 74: Project management