Armstrong, M: Armstrong's Hdb Human Resource Managem

Section - ONE: The practice of human resource management; Chapter - 01: The essence of human resource management (HRM); Chapter - 02: Strategic HRM; Chapter - 03: Delivering HRM - systems and roles; Chapter - 04: HRM and performance; Chapter - 05: Human capital management; Chapter - 06: Knowledge management; Chapter - 07: Competency-based HRM; Chapter - 08: The ethical dimension of HRM; Chapter - 09: Corporate social responsibility; Section - TWO: People and organizations; Chapter - 10: Organizational behaviour; Chapter - 11: Work, organization and job design; Chapter - 12: Organization development; Section - THREE: Factors affecting employee behaviour; Chapter - 13: Motivation; Chapter - 14: Commitment; Chapter - 15: Employee engagement; Section - FOUR: People resourcing; Chapter - 16: Strategic resourcing; Chapter - 17: Workforce planning; Chapter - 18: Recruitment and selection; Chapter - 19: Resourcing practice; Chapter - 20: Talent management; Section - FIVE: Learning and development; Chapter - 21: Strategic learning and development; Chapter - 22: The process of learning and development; Chapter - 23: The practice of learning and development; Chapter - 24: Leadership and management development; Section - SIX: Performance and reward; Chapter - 25: Performance management; Chapter - 26: Reward management - strategy and systems; Chapter - 27: The practice of reward management; Chapter - 28: Managing reward for special groups; Section - SEVEN: Employee relations; Chapter - 29: Strategic employee relations; Chapter - 30: The employment relationship; Chapter - 31: The psychological contract; Chapter - 32: The practice of industrial relations; Chapter - 33: Employee voice; Chapter - 34: Employee communications; Section - EIGHT: Employee well-being; Chapter - 35: The practice of employee well-being; Chapter - 36: Health and safety; Section - NINE: International HRM; Chapter - 37: The international HRM framework; Chapter - 38: The practice of international HRM; Chapter -

Michael Armstrong is a former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD), Managing Partner of E-Reward and an independent management consultant. He has spent 25 years as an HR practitioner, including 12 as HR Director of a publishing company. He has sold over 500,000 books on the subject of HRM, and is the author of a suite of several best-selling HR books, also published by Kogan Page. Stephen Taylor is a Senior Lecturer in Human Resource Management at the University of Exeter Business School and a Chief Examiner for the CIPD. Before his academic career he worked in a variety of management roles in the hotel industry and in the NHS. He is also a widely published author.