Download e-book for kindle: Armstrong's Handbook of Human Resource Management Practice by Michael Armstrong, Stephen Taylor
By Michael Armstrong, Stephen Taylor
The 11th version comprises many additions and revisions. It covers significant advancements within the idea and perform of human source administration within the final 3 years. There are new chapters at the effect of HRM, company social accountability, excessive functionality paintings platforms, worker engagement, switch administration, resourcing approach and perform and worker health. major adjustments and enhancements were made to many of the different chapters. The layout of the publication has been greatly up to date with the purpose of delivering a textual content which inspires and allows higher studying. Chapters comprise key ideas and phrases, studying results, key studying issues, questions and additional studying permitting scholars to recap, mirror and attempt their studying.
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Additional resources for Armstrong's Handbook of Human Resource Management Practice
1 The HRM system Employee benefits The Practice of Human Resource Management 13 The development of the concept of HRM The terms ‘human resource management’ (HRM) and ‘human resources’ (HR) have virtually replaced the term ‘personnel management’ as a description of the processes involved in managing people in organizations, although what is now described as HRM is in practice often synonymous with what used to be described as personnel management. In the early days of HRM it was suggested by Armstrong (1987) that: HRM is regarded by some personnel managers as just a set of initials or old wine in new bottles.
1 an HRM system brings together HR philosophies that describe the overarching values and guiding principles adopted in managing people, HR strategies that 12 Human Resource Management define the direction in which HRM intends to go, HR policies that provide guidelines defining how these values, principles and the strategies should be applied and implemented in specific areas of HRM, HR processes that comprise the formal procedures and methods used to put HR strategic plans and policies into effect, linked HR practices that consist of the approaches used in managing people, and HR programmes that enable HR strategies, policies and practices to be implemented according to plan.
However, the research conducted by Guest and Conway (1997) covering a stratified random sample of 1,000 workers established that a notably high level of HRM was found to be in place. This contradicts the view that management has tended to ‘talk up’ the adoption of HRM practices. The HRM characteristics covered by the survey included the opportunity to express grievances and raise personal concerns on such matters as opportunities for training and development, communication about business issues, single status, effective systems for dealing with bullying and harassment at work, making jobs interesting and varied, promotion from within, involvement programmes, no compulsory redundancies, performance-related pay, profit sharing and the use of attitude surveys.
Armstrong's Handbook of Human Resource Management Practice by Michael Armstrong, Stephen Taylor