Description

Book Synopsis
Michael Armstrong is the UK's bestselling author of HRM books. With over a million copies sold, his books have been translated into 21 languages. Based in London, UK, he is managing partner of E-Reward and was previously a chief examiner of the Chartered Institute of Personnel and Development (CIPD). Stephen Taylor, Chartered CCIPD, is a senior lecturer in Human Resource Management at the University of Exeter Business School and a chief examiner for the CIPD.

Trade Review
"Armstrong and Taylor's text provides comprehensive and user-friendly coverage of key concepts and models of HRM, HRM processes and applications together with related delivery strategies. This edition extends and updates earlier versions, and is testimony to its enduring relevance and appeal." * John Simmons, Lecturer, University of Liverpool Management School (about a previous edition) *
"There is a reason why Michael Armstrong's HR books represent a gold standard: they are both thorough and academically rigorous but benefit from real world experience and an informed perspective on practice." * Robert Jeffrey, Editor-in-chief, People Management (about a previous edition) *
"Armstrong's authoritative handbook continues to be a paragon of HR texts. The new edition of this indubitably vital HR resource for students, tutors and practitioners alike, follows a tried and trusted, coherent format." * Lezlee-Jayne Stones, Associate Professor, Academic Lead, Workforce Planning & Resources, University of Lincoln (about a previous edition) *
"This comprehensive book is a major resource and gives the reader both an in-depth and detailed view of all major assignments that the HR Manager will encounter in the work setting. It is also a valuable asset for the student of HR Management." * Thordur S. Oskarsson Ph.D., retired Adjunct Professor, School of Business, University of Iceland (about a previous edition) *
"A detailed, yet accessible text suitable for all levels. This latest edition further establishes its position as the 'go to' text for HR students, academics and practitioners alike. I highly recommend it." * Dr. Edward O’Connor, Assistant Professor, Maynooth University, School of Business (about a previous edition) *

Table of Contents
  • 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: Competency-based HRM;
  • Section - FIVE: Organization;
    • Chapter - 17: Organizational behaviour;
    • Chapter - 18: Organization design;
    • Chapter - 19: Work design;
    • Chapter - 20: Job design;
    • Chapter - 21: Organization development;
  • Section - SIX: Factors affecting the behaviour of people at work;
    • Chapter - 22: Motivation;
    • 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: Talent management;
  • Section - EIGHT: Employment practices;
    • Chapter - 29: The employee experience;
    • Chapter - 30: Managing employment;
    • Chapter - 31: Managing diversity and inclusion;
    • Chapter - 32: Managing flexibility;
    • Chapter - 33: Managing home and hybrid working;
  • Section - NINE: Learning and development;
    • Chapter - 34: The basis of learning and development;
    • Chapter - 35: Strategic learning and development;
    • Chapter - 36: Organizational learning and the learning organization;
    • Chapter - 37: Individual learning;
    • Chapter - 38: The process of learning and development;
    • Chapter - 39: The practice of learning and development;
    • Chapter - 40: Leadership and management development;
  • Section - TEN: Performance management;
    • Chapter - 41: The basis of performance management;
    • Chapter - 42: Performance management systems;
    • Chapter - 43: Performance leadership;
  • Section - ELEVEN: Reward management;
    • Chapter - 44: The basis of reward management;
    • Chapter - 45: Reward strategy;
    • Chapter - 46: The practice of reward management;
    • Chapter - 47: Managing reward for special groups;
    • Chapter - 48: Reducing the gender pay gap;
  • Section - TWELVE: Employment relations;
    • Chapter - 49: The basis of employment relations;
    • Chapter - 50: Employment relations strategy;
    • Chapter - 51: The employment relationship;
    • Chapter - 52: The psychological contract;
    • Chapter - 53: The practice of industrial relations;
    • Chapter - 54: Employee voice;
    • Chapter - 55: Employee communications;
  • Section - THIRTEEN: Employee wellbeing;
    • Chapter - 56: Principles and practice of employee wellbeing;
    • Chapter - 57: Health and safety;
  • Section - FOURTEEN: HR practices;
    • Chapter - 58: HR policies;
    • Chapter - 59: HR procedures;
    • Chapter - 60: Dealing with the legal aspects of employment;
  • Section - FIFTEEN: International HRM;
    • Chapter - 61: The basis of international HRM;
    • Chapter - 62: The practice of international HRM;
    • Chapter - 63: Managing expatriates;
  • Section - SIXTEEN: People management skills and competencies;
    • Chapter - 64: Strategic people management skills;
    • Chapter - 65: Business skills;
    • Chapter - 66: Dealing with business issues from an HR perspective;
    • Chapter - 67: Problem-solving and decision-making skills;
    • Chapter - 68: Analytical and critical skills;
    • Chapter - 69: Research skills;
    • Chapter - 70: Statistical skills;
    • Chapter - 71: Selection interviewing skills;
    • Chapter - 72: Job, role and skills analysis and competency modelling;
    • Chapter - 73: Learning and development skills;
    • Chapter - 74: Negotiating skills;
    • Chapter - 75: Change management;
    • Chapter - 76: Influencing skills;
    • Chapter - 77: Leadership;
    • Chapter - 78: Handling people problems;
    • Chapter - 79: Handling challenging conversations;
    • Chapter - 80: Managing conflict;
    • Chapter - 81: Political skills;
    • Chapter - 82: Project management;
  • Section - SEVENTEEN: Conclusion;
    • Chapter - 83: Trends in HRM;

Armstrongs Handbook of Human Resource Management

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    RRP £165.00 – you save £16.50 (10%)

    Order before 4pm today for delivery by Mon 6 Jul 2026.

    A Hardback by Michael Armstrong, Stephen Taylor

      Trusted by thousands of customers. See 2,385+ Customer Reviews

      View other formats and editions of Armstrongs Handbook of Human Resource Management by Michael Armstrong

      Publisher: Kogan Page Ltd
      Publication Date: 03/01/2023
      ISBN13: 9781398606654, 978-1398606654
      ISBN10: 1398606650
      Also in:
      Personnel and human resources

      Description

      Book Synopsis
      Michael Armstrong is the UK's bestselling author of HRM books. With over a million copies sold, his books have been translated into 21 languages. Based in London, UK, he is managing partner of E-Reward and was previously a chief examiner of the Chartered Institute of Personnel and Development (CIPD). Stephen Taylor, Chartered CCIPD, is a senior lecturer in Human Resource Management at the University of Exeter Business School and a chief examiner for the CIPD.

      Trade Review
      "Armstrong and Taylor's text provides comprehensive and user-friendly coverage of key concepts and models of HRM, HRM processes and applications together with related delivery strategies. This edition extends and updates earlier versions, and is testimony to its enduring relevance and appeal." * John Simmons, Lecturer, University of Liverpool Management School (about a previous edition) *
      "There is a reason why Michael Armstrong's HR books represent a gold standard: they are both thorough and academically rigorous but benefit from real world experience and an informed perspective on practice." * Robert Jeffrey, Editor-in-chief, People Management (about a previous edition) *
      "Armstrong's authoritative handbook continues to be a paragon of HR texts. The new edition of this indubitably vital HR resource for students, tutors and practitioners alike, follows a tried and trusted, coherent format." * Lezlee-Jayne Stones, Associate Professor, Academic Lead, Workforce Planning & Resources, University of Lincoln (about a previous edition) *
      "This comprehensive book is a major resource and gives the reader both an in-depth and detailed view of all major assignments that the HR Manager will encounter in the work setting. It is also a valuable asset for the student of HR Management." * Thordur S. Oskarsson Ph.D., retired Adjunct Professor, School of Business, University of Iceland (about a previous edition) *
      "A detailed, yet accessible text suitable for all levels. This latest edition further establishes its position as the 'go to' text for HR students, academics and practitioners alike. I highly recommend it." * Dr. Edward O’Connor, Assistant Professor, Maynooth University, School of Business (about a previous edition) *

      Table of Contents
      • 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: Competency-based HRM;
      • Section - FIVE: Organization;
        • Chapter - 17: Organizational behaviour;
        • Chapter - 18: Organization design;
        • Chapter - 19: Work design;
        • Chapter - 20: Job design;
        • Chapter - 21: Organization development;
      • Section - SIX: Factors affecting the behaviour of people at work;
        • Chapter - 22: Motivation;
        • 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: Talent management;
      • Section - EIGHT: Employment practices;
        • Chapter - 29: The employee experience;
        • Chapter - 30: Managing employment;
        • Chapter - 31: Managing diversity and inclusion;
        • Chapter - 32: Managing flexibility;
        • Chapter - 33: Managing home and hybrid working;
      • Section - NINE: Learning and development;
        • Chapter - 34: The basis of learning and development;
        • Chapter - 35: Strategic learning and development;
        • Chapter - 36: Organizational learning and the learning organization;
        • Chapter - 37: Individual learning;
        • Chapter - 38: The process of learning and development;
        • Chapter - 39: The practice of learning and development;
        • Chapter - 40: Leadership and management development;
      • Section - TEN: Performance management;
        • Chapter - 41: The basis of performance management;
        • Chapter - 42: Performance management systems;
        • Chapter - 43: Performance leadership;
      • Section - ELEVEN: Reward management;
        • Chapter - 44: The basis of reward management;
        • Chapter - 45: Reward strategy;
        • Chapter - 46: The practice of reward management;
        • Chapter - 47: Managing reward for special groups;
        • Chapter - 48: Reducing the gender pay gap;
      • Section - TWELVE: Employment relations;
        • Chapter - 49: The basis of employment relations;
        • Chapter - 50: Employment relations strategy;
        • Chapter - 51: The employment relationship;
        • Chapter - 52: The psychological contract;
        • Chapter - 53: The practice of industrial relations;
        • Chapter - 54: Employee voice;
        • Chapter - 55: Employee communications;
      • Section - THIRTEEN: Employee wellbeing;
        • Chapter - 56: Principles and practice of employee wellbeing;
        • Chapter - 57: Health and safety;
      • Section - FOURTEEN: HR practices;
        • Chapter - 58: HR policies;
        • Chapter - 59: HR procedures;
        • Chapter - 60: Dealing with the legal aspects of employment;
      • Section - FIFTEEN: International HRM;
        • Chapter - 61: The basis of international HRM;
        • Chapter - 62: The practice of international HRM;
        • Chapter - 63: Managing expatriates;
      • Section - SIXTEEN: People management skills and competencies;
        • Chapter - 64: Strategic people management skills;
        • Chapter - 65: Business skills;
        • Chapter - 66: Dealing with business issues from an HR perspective;
        • Chapter - 67: Problem-solving and decision-making skills;
        • Chapter - 68: Analytical and critical skills;
        • Chapter - 69: Research skills;
        • Chapter - 70: Statistical skills;
        • Chapter - 71: Selection interviewing skills;
        • Chapter - 72: Job, role and skills analysis and competency modelling;
        • Chapter - 73: Learning and development skills;
        • Chapter - 74: Negotiating skills;
        • Chapter - 75: Change management;
        • Chapter - 76: Influencing skills;
        • Chapter - 77: Leadership;
        • Chapter - 78: Handling people problems;
        • Chapter - 79: Handling challenging conversations;
        • Chapter - 80: Managing conflict;
        • Chapter - 81: Political skills;
        • Chapter - 82: Project management;
      • Section - SEVENTEEN: Conclusion;
        • Chapter - 83: Trends in HRM;

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