Armstrong's Handbook of Human Resource Management Practice Book

Part I Human Resource Management

1. The Practice of Human Resource Management     

2. Strategic Human Resource Management   

3. HR Strategies         

4. Human Capital Management         

5. The Role and Organization of the HR Function   

6. The Role of the HR Practitioner    

7. The Impact of HRM on Performance        

8. International HRM

9. Corporate Social Responsibility     

10. Human Resource Management Research Methods         

Part II Human Resource Management Processes      

11. Competency-based HRM

12. Knowledge Management 

13. High-performance Work Systems

Part III Work and Employment         

14. Work        

15. The Employment Relationship

16. The Psychological Contract         

17. The Essence of Organizational Behaviour           

Part IV Organizational Behaviour     

18. Characteristics of People 

19. Motivation           

20. Engagement and Commitment    

21. How Organizations Function       

22. Organizational Culture     

Part V Organization Design and Development         

23. Organization Design        

24. Organization Development          

25. Change Management       

26. Job, Role, Competency and Skills Analysis        

27. Job and Role Design and Development  

Part VI People Resourcing    

28. People Resourcing Strategy         

29. Human Resource Planning           

30. People Resourcing Practice          

31. Recruitment and Selection

32. Selection Interviewing     

33. Selection Tests     

34. Talent Management         

35. Career Management

36. Introduction to the Organization

37. Release from the Organization    

Part VII Performance Management   

38. The Process of Performance Management           

39. 360-degree Feedback       

Part VIII Learning and Development           

40. Learning and Development Strategy       

41. The Process of Learning and Development         

42. Learning and Development Programmes and Events      

43. How People Learn           

44. Organizational Learning  

45. Management Development          

Part IX Rewarding People     

46. Reward Management       

47. Job Evaluation     

48. Market Rate Analysis      

49. Grade and Pay Structures

50. Contingent Pay    

51. Rewarding Special Groups          

52. Employee Benefits, Pensions and Allowances    

53. Managing Reward Systems         

Part X Employee Relations    

54. The Employee Relations Framework       

55. Employee Relations Processes     

56. Employee Voice   

57. Employee Communications         

Part XI Health, Safety and Employee Well-being    

58. Health and Safety

59. Employee Well-being

Part XII HR Policies, Procedures and Systems         

60. HR Policies          

61. HR Procedures     

62. HR Information Systems 

Appendices    

A. Example of Employee Engagement and Commitment Survey    

B. Example of Performance Management Survey     

C. Example of Reward Survey          

D. Learning and Development Activities and Methods        

E. HRM Research Methods   

Useful Web Addresses

Michael Armstrong is a former Chief Examiner of the Chartered Institute of Personnel and Development, joint managing partner of e-reward and an independent management consultant. He has sold over 500,000 books on the subject of HRM (published with Kogan Page).