Verfügbarkeit: Armstrong's handbook of human resource management practice

Armstrong's handbook of human resource management practice:

Gespeichert in:

Bibliographische Detailangaben
Beteiligte Personen:	Armstrong, Michael 1928- (VerfasserIn), Taylor, Stephen 1965- (VerfasserIn)
Format:	Buch
Sprache:	Englisch
Veröffentlicht:	London [u.a.] Kogan Page 2014
Ausgabe:	13. ed.
Schlagwörter:	Personnel management > Handbooks, manuals, etc Personalwesen Humanvermögen Personalpolitik Personalentwicklung Führung Lehrbuch
Links:	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=027701799&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
Umfang:	XXXIV, 842 S. graph. Darst.
ISBN:	9780749469641 9780749469658

Internformat

MARC


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Datensatz im Suchindex

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adam_text	CONTENTS LIST OF FIGURES XXV LIST OF TABLES XXVII LIST OF EXHIBITS XXIX PREFACE XXXIII PART I THE PRACTICE OF HUMAN RESOURCE MANAGEMENT 1 01 THE ESSENCE OF HUMAN RESOURCE MANAGEMENT (HRM) 3 INTRODUCTION - THE HRM CONCEPT 4 HRM DEFINED 5 THE PHILOSOPHY OF HUMAN RESOURCE MANAGEMENT 6 UNDERPINNING THEORIES OF HRM 6 RESERVATIONS ABOUT THE ORIGINAL CONCEPT OF HRM 8 MODELS OF HRM 9 HRM TODAY 10 02 STRATEGIC HRM IS INTRODUCTION 16 THE CONCEPTUAL BASIS OF STRATEGIC HRM 16 THE NATURE OF STRATEGIC HRM 18 , AIMSOFSHRM 18 CRITICAL EVALUATION OF THE CONCEPT OF SHRM 19 THE RESOURCE-BASED VIEW OF SHRM 20 STRATEGIC FIT 22 PERSPECTIVES ON SHRM 22 HR STRATEGIES 25 03 DELIVERING HRM - SYSTEMS AND ROLES 35 INTRODUCTION 36 HR ARCHITECTURE 36 THE HR SYSTEM 36 THE HR FUNCTION DELIVERY MODEL 38 THE ROLE AND ORGANIZATION OF THE HR FUNCTION 38 EVALUATING THE HR FUNCTION 41 THE ROLES OF HR PROFESSIONALS 42 CARRYING OUT THE ROLE OF THE HR PROFESSIONAL 46 THE HR ROLE OF LINE MANAGERS 49 CONTENTS 04 HRM AND PERFORMANCE 53 INTRODUCTION 54 THE IMPACT OF HR 54 HOW HRM MAKES AN IMPACT 54 DEVELOPING A HIGH-PERFORMANCE CULTURE 58 HIGH-PERFORMANCE WORK SYSTEMS 58 PERFORMANCE MANAGEMENT 62 THE CONTRIBUTION OF HR 62 05 HUMAN CAPITAL MANAGEMENT 67 INTRODUCTION 68 THE NATURE OF HUMAN CAPITAL MANAGEMENT 68 THE CONCEPT OF HUMAN CAPITAL 68 THE CONSTITUENTS OF HUMAN CAPITAL 69 APPROACHES TO PEOPLE MANAGEMENT RAISED BY HUMAN CAPITAL THEORY 70 HUMAN CAPITAL MEASUREMENT 70 HUMAN CAPITAL REPORTING 73 INTRODUCING HCM 74 06 KNOWLEDGE MANAGEMENT 77 INTRODUCTION 78 THE CONCEPT OF KNOWLEDGE 78 KNOWLEDGE MANAGEMENT DEFINED 79 KNOWLEDGE MANAGEMENT STRATEGIES 79 KNOWLEDGE MANAGEMENT ISSUES 80 THE CONTRIBUTION OF HR TO KNOWLEDGE MANAGEMENT 81 07 COMPETENCY-BASED HRM 85 INTRODUCTION 86 COMPETENCY DEFINED 86 COMPETENCY FRAMEWORKS 89 USING COMPETENCIES 89 APPLICATIONS OF COMPETENCY-BASED HRM 90 DEVELOPING A COMPETENCY FRAMEWORK 91 COMPETENCIES AND EMOTIONAL INTELLIGENCE 93 08 THE ETHICAL DIMENSION OF HRM 95 INTRODUCTION 96 THE MEANING AND CONCERNS OF ETHICS 96 THE NATURE OF ETHICAL DECISIONS AND JUDGEMENTS 96 ETHICAL FRAMEWORKS 96 EQUITY THEORY 97 JUSTICE 97 HRM ETHICAL GUIDELINES 98 CONTENTS ETHICAL DILEMMAS 100 THE ETHICAL ROLE OF HR 101 09 CORPORATE SOCIAL RESPONSIBILITY 105 INTRODUCTION 106 CORPORATE SOCIAL RESPONSIBILITY DEFINED 106 STRATEGIC CSR DEFINED 106 CSR ACTIVITIES 107 THE RATIONALE FOR CSR 108 THE OPPOSING VIEW 108 BENEFITS OF CSR 109 THE BASIS FOR DEVELOPING A CSR STRATEGY 109 PART II PEOPLE AND ORGANIZATIONS 113 10 ORGANIZATIONAL BEHAVIOUR 115 INTRODUCTION 116 ORGANIZATIONAL BEHAVIOUR DEFINED 116 THE SOURCES AND APPLICATIONS OF ORGANIZATIONAL BEHAVIOUR THEORY 116 HOW ORGANIZATIONS FUNCTION 117 ORGANIZATIONAL CULTURE 120 ORGANIZATIONAL CLIMATE 123 ORGANIZATIONAL PROCESSES 124 CHARACTERISTICS OF PEOPLE 125 IMPLICATIONS FOR HR SPECIALISTS 129 11 WORK, ORGANIZATION AND JOB DESIGN 135 INTRODUCTION 136 WORK DESIGN 136 ORGANIZATION DESIGN 142 JOB DESIGN 145 ROLE DEVELOPMENT 148 12 ORGANIZATION DEVELOPMENT 153 INTRODUCTION 154 ORGANIZATION DEVELOPMENT DEFINED * 154 THE NATURE OF ORGANIZATION DEVELOPMENT 154 THE STORY OF ORGANIZATION DEVELOPMENT 155 ORGANIZATION DEVELOPMENT STRATEGY 158 ORGANIZATIONAL DIAGNOSIS 159 ORGANIZATION DEVELOPMENT PROGRAMMES 161 CONCLUSIONS ON ORGANIZATION DEVELOPMENT 164 CONTENTS PART ILL FACTORS AFFECTING EMPLOYEE BEHAVIOUR 167 13 MOTIVATION 169 INTRODUCTION 169 THE MEANING OF MOTIVATION 170 TYPES OF MOTIVATION 170 MOTIVATION THEORY 171 MOTIVATION AND JOB SATISFACTION 177 MOTIVATION AND MONEY 180 MOTIVATION STRATEGIES 180 14 COMMITMENT 185 INTRODUCTION 185 THE MEANING OF ORGANIZATIONAL COMMITMENT 185 THE IMPORTANCE OF COMMITMENT 186 COMMITMENT AND ENGAGEMENT 187 CRITICAL EVALUATION OF THE CONCEPT OF COMMITMENT 187 FACTORS AFFECTING COMMITMENT 188 DEVELOPING A COMMITMENT STRATEGY 189 15 EMPLOYEE ENGAGEMENT 193 INTRODUCTION 193 THE MEANING OF EMPLOYEE ENGAGEMENT 194 THE THEORY OF ENGAGEMENT 194 THE COMPONENTS OF EMPLOYEE ENGAGEMENT 195 DRIVERS OF EMPLOYEE ENGAGEMENT 196 OUTCOMES OF ENGAGEMENT 197 ENHANCING EMPLOYEE ENGAGEMENT 197 ENHANCING JOB ENGAGEMENT 198 ENHANCING ORGANIZATIONAL ENGAGEMENT 199 BURNOUT 201 MEASURING ENGAGEMENT 201 CONCLUSIONS 201 PART IV PEOPLE RESOURCING 207 16 STRATEGIC RESOURCING 209 INTRODUCTION 209 THE OBJECTIVE OF STRATEGIC RESOURCING 209 THE STRATEGIC HRM APPROACH TO RESOURCING 210 STRATEGIC FIT IN RESOURCING 210 BUNDLING RESOURCING STRATEGIES AND ACTIVITIES 211 THE COMPONENTS OF STRATEGIC EMPLOYEE RESOURCING 211 CONTENTS 17 WORKFORCE PLANNING 215 INTRODUCTION 216 WORKFORCE PLANNING DEFINED 216 INCIDENCE OF WORKFORCE PLANNING 216 THE LINK BETWEEN WORKFORCE AND BUSINESS PLANNING 217 REASONS FOR WORKFORCE PLANNING 217 WORKFORCE PLANNING ISSUES 217 THE SYSTEMATIC APPROACH TO WORKFORCE PLANNING 217 18 RECRUITMENT AND SELECTION 225 INTRODUCTION 226 THE RECRUITMENT AND SELECTION PROCESS 226 DEFINING REQUIREMENTS 226 ATTRACTING CANDIDATES 228 DEALING WITH APPLICATIONS 234 SELECTION METHODS 236 INTERVIEW ARRANGEMENTS 237 PROVISIONAL OFFERS AND OBTAINING REFERENCES 241 CHECKING APPLICATIONS 241 OFFERING EMPLOYMENT 242 FOLLOWING UP 242 DEALING WITH RECRUITMENT PROBLEMS 242 19 RESOURCING PRACTICE 247 INTRODUCTION 247 EMPLOYEE VALUE PROPOSITION 247 EMPLOYER BRAND 248 EMPLOYEE TURNOVER 249 RETENTION PLANNING 252 ABSENCE MANAGEMENT 254 INDUCTION 257 RELEASE FROM THE ORGANIZATION 258 20 TALENT MANAGEMENT 263 INTRODUCTION 263 TALENT MANAGEMENT DEFINED 264 THE PROCESS OF TALENT MANAGEMENT .266 TALENT MANAGEMENT STRATEGY 269 WHAT IS HAPPENING IN TALENT MANAGEMENT 269 CAREER MANAGEMENT 270 MANAGEMENT SUCCESSION PLANNING 276 CONTENTS PART V LEARNING AND DEVELOPMENT 28I 21 STRATEGIC LEARNING AND DEVELOPMENT 283 INTRODUCTION 283 LEARNING AND DEVELOPMENT DEFINED 284 STRATEGIC L&D DEFINED 284 AIMS OF STRATEGIC L&D 284 LEARNING AND DEVELOPMENT PHILOSOPHY 285 THE BUSINESS CASE FOR L&D 286 IMPACT OF LEARNING AND DEVELOPMENT ON PERFORMANCE 286 LEARNING AND DEVELOPMENT STRATEGIES 286 22 THE PROCESS OF LEARNING AND DEVELOPMENT 291 INTRODUCTION 292 HOW PEOPLE LEARN 292 THE IMPLICATIONS OF LEARNING THEORY AND CONCEPTS 295 ORGANIZATIONAL LEARNING 295 THE NOTION OF THE LEARNING ORGANIZATION 297 SELF-DIRECTED LEARNING 299 23 THE PRACTICE OF LEARNING AND DEVELOPMENT 301 INTRODUCTION 302 IDENTIFYING LEARNING NEEDS 302 APPROACHES TO LEARNING AND DEVELOPMENT 305 ENHANCING WORKPLACE LEARNING 306 TRAINING 308 PLANNING AND DELIVERING LEARNING EVENTS 310 BLENDED LEARNING 311 EVALUATION OF LEARNING 311 RESPONSIBILITY FOR THE IMPLEMENTATION OF LEARNING 314 24 LEADERSHIP AND MANAGEMENT DEVELOPMENT 321 INTRODUCTION 322 LEADERSHIP AND MANAGEMENT DEVELOPMENT DEFINED 322 THE NATURE OF LEADERSHIP AND MANAGEMENT 322 LEADERSHIP AND MANAGEMENT DEVELOPMENT COMPARED 323 LEADERSHIP DEVELOPMENT 324 MANAGEMENT DEVELOPMENT 326 * CRITERIA FOR LEADERSHIP AND MANAGEMENT DEVELOPMENT 328 CONTENTS PART VI PERFORMANCE AND REWARD 331 25 PERFORMANCE MANAGEMENT 333 INTRODUCTION 334 THE BASIS OF PERFORMANCE MANAGEMENT 334 AIMS OF PERFORMANCE MANAGEMENT 335 THE PERFORMANCE MANAGEMENT CYCLE 336 PERFORMANCE MANAGEMENT ISSUES 341 THE IMPACT OF PERFORMANCE MANAGEMENT ON PERFORMANCE 345 PERFORMANCE MANAGEMENT AS A REWARDING PROCESS 348 360-DEGREE FEEDBACK 348 INTRODUCING PERFORMANCE MANAGEMENT 349 26 REWARD MANAGEMENT - STRATEGY AND SYSTEMS 357 INTRODUCTION 357 REWARD PHILOSOPHY 358 REWARD STRATEGY 359 THE REWARD SYSTEM 363 27 THE PRACTICE OF REWARD MANAGEMENT 369 INTRODUCTION 370 REWARD MANAGEMENT DEFINED 370 AIMS OF REWARD MANAGEMENT 370 PAY DETERMINATION 370 MARKET PRICING 371 BASE BAY MANAGEMENT 373 CONTINGENT PAY 374 RECOGNITION SCHEMES 381 EMPLOYEE BENEFITS 381 EVALUATING REWARD 381 ADMINISTERING REWARD MANAGEMENT 384 28 MANAGING REWARD FOR SPECIAL GROUPS 391 INTRODUCTION 391 REWARDING DIRECTORS AND SENIOR EXECUTIVES 392 REWARDING KNOWLEDGE WORKERS 395 REWARD MANAGEMENT FOR SALES AND CUSTOMER SERVICE STAFF 395 PAYING MANUAL WORKERS 398 CONTENTS PART VII EMPLOYEE RELATIONS 403 29 STRATEGIC EMPLOYEE RELATIONS 405 INTRODUCTION 405 THE PROCESS OF EMPLOYEE RELATIONS 406 THE BASIS OF EMPLOYEE RELATIONS 406 EMPLOYEE RELATIONS POLICIES 406 EMPLOYEE RELATIONS STRATEGIES 408 EMPLOYEE RELATIONS CLIMATE 408 MANAGING WITH UNIONS 409 MANAGING WITHOUT UNIONS 410 IMPLEMENTING EMPLOYEE RELATIONS STRATEGY 410 30 THE EMPLOYMENT RELATIONSHIP 413 INTRODUCTION 413 THE NATURE OF THE EMPLOYMENT RELATIONSHIP 413 THE BASIS OF THE EMPLOYMENT RELATIONSHIP 414 LABOUR PROCESS THEORY AND THE EMPLOYMENT RELATIONSHIP 415 EMPLOYMENT RELATIONSHIP CONTRACTS 415 MANAGING THE EMPLOYMENT RELATIONSHIP 415 DEVELOPING A CLIMATE OF TRUST 416 31 THE PSYCHOLOGICAL CONTRACT 419 INTRODUCTION 419 THE PSYCHOLOGICAL CONTRACT DEFINED 419 THE SIGNIFICANCE OF THE PSYCHOLOGICAL CONTRACT 420 THE PSYCHOLOGICAL CONTRACT AND THE EMPLOYMENT RELATIONSHIP 420 HOW PSYCHOLOGICAL CONTRACTS DEVELOP 421 THE PROBLEM WITH PSYCHOLOGICAL CONTRACTS 421 DEVELOPING AND MAINTAINING A POSITIVE PSYCHOLOGICAL CONTRACT 421 32 THE PRACTICE OF INDUSTRIAL RELATIONS 425 INTRODUCTION 425 TRADE UNION MEMBERSHIP 426 UNION RECOGNITION 426 COLLECTIVE BARGAINING 426 COLLECTIVE AGREEMENTS 427 INFORMAL EMPLOYEE RELATIONS PROCESSES 429 33 EMPLOYEE VOICE 431 INTRODUCTION 431 THE MEANING OF EMPLOYEE VOICE 431 THE ELEMENTS OF EMPLOYEE VOICE 432 CONTENTS CATEGORIZATION OF EMPLOYEE VOICE 432 EXPRESSION OF EMPLOYEE VOICE 433 LEVELS OF EMPLOYEE VOICE 433 STAGES OF EMPLOYEE VOICE 433 EFFECTIVENESS OF EMPLOYEE VOICE 434 PLANNING FOR VOICE 434 34 EMPLOYEE COMMUNICATIONS 437 INTRODUCTION 437 THE IMPORTANCE OF EMPLOYEE COMMUNICATIONS 438 WHAT SHOULD BE COMMUNICATED 438 APPROACH TO COMMUNICATION 438 COMMUNICATION METHODS 438 EMPLOYEE COMMUNICATION STRATEGY 440 PART VIII EMPLOYEE WELL-BEING 443 35 THE PRACTICE OF EMPLOYEE WELL-BEING 445 INTRODUCTION 445 REASONS FOR CONCERN 446 THE WORK ENVIRONMENT 446 MANAGERIAL BEHAVIOUR 446 WORK-LIFE BALANCE 446 MANAGING STRESS 446 SEXUAL HARASSMENT 447 BULLYING 448 SERVICES FOR INDIVIDUALS 448 GROUP EMPLOYEE SERVICES 449 36 HEALTH AND SAFETY 453 INTRODUCTION 453 MANAGING HEALTH AND SAFETY AT WORK 454 HEALTH AND SAFETY POLICIES 454 CONDUCTING RISK ASSESSMENTS 455 HEALTH AND SAFETY AUDITS 456 HEALTH AND SAFETY INSPECTIONS 457 ACCIDENT PREVENTION 458 OCCUPATIONAL HEALTH PROGRAMMES 458 MEASURING HEALTH AND SAFETY PERFORMANCE 459 COMMUNICATING THE NEED FOR BETTER HEALTH AND SAFETY PRACTICES 459 HEALTH AND SAFETY TRAINING 460 ORGANIZING HEALTH AND SAFETY 460 CONTENTS PART IX INTERNATIONAL HRM 463 37 THE INTERNATIONAL HRM FRAMEWORK 465 INTRODUCTION 465 THE INTERNATIONAL SCENE 466 INTERNATIONAL HRM STRATEGIES 466 CONTEXTUAL FACTORS 467 CONVERGENCE AND DIVERGENCE 468 38 THE PRACTICE OF INTERNATIONAL HRM 477 INTRODUCTION 477 WORKFORCE PLANNING 478 RESOURCING 478 INTERNATIONAL TALENT MANAGEMENT 480 INTERNATIONAL PERFORMANCE MANAGEMENT 482 REWARD MANAGEMENT 485 MULTICULTURAL WORKING 489 ROLE OF THE INTERNATIONAL HR FUNCTION 490 39 MANAGING EXPATRIATES 495 INTRODUCTION 495 WHY USE EXPATRIATES? 496 ROL ON INTERNATIONAL ASSIGNMENTS 496 THE PROCESS OF MANAGING EXPATRIATES 496 RESOURCING POLICIES 497 RECRUITMENT AND SELECTION POLICIES 498 PREPARATION POLICY 499 ASSIMILATION AND SUPPORT 499 CAREER MANAGEMENT 500 PERFORMANCE MANAGEMENT 500 RE-ENTRY POLICIES 501 PAY AND ALLOWANCE POLICIES 501 PART X HRM POLICY AND PRACTICE 507 40 HR POLICIES 509 INTRODUCTION 509 WHY HAVE HR POLICIES? 509 OVERALL HR POLICY 510 SPECIFIC HR POLICIES 510 FORMULATING HR POLICIES 515 IMPLEMENTING HR POLICIES 515 CONTENTS 41 HR PROCEDURES 517 WHAT ARE HR PROCEDURES? 517 CAPABILITY PROCEDURE 518 DISCIPLINARY PROCEDURE 519 GRIEVANCE PROCEDURE 520 REDUNDANCY PROCEDURE 521 42 HR INFORMATION SYSTEMS 525 INTRODUCTION 525 REASONS FOR INTRODUCING AN HRIS 525 THE FUNCTIONS OF AN HRIS 526 FEATURES OF AN HRIS 526 INTRODUCING AN HRIS 527 E-HRM ACHIEVEMENTS 528 43 EMPLOYMENT LAW 531 INTRODUCTION 531 THE PURPOSE OF EMPLOYMENT LAW 532 HOW ARE THESE OBJECTIVES ACHIEVED? 533 HOW IS EMPLOYMENT LAW ENFORCED? 537 HRM AND EMPLOYMENT LAW 538 PART XI HR SKILLS 543 44 STRATEGIC HRM SKILLS 545 INTRODUCTION 545 THE STRATEGIC ROLE OF THE HR PROFESSIONAL 545 THE STRATEGIC BUSINESS PARTNER MODEL 546 THE STRATEGIC ROLE OF HR DIRECTORS 547 THE STRATEGIC ROLE OF HEADS OF HR FUNCTIONS 547 THE STRATEGIC ROLE OF HR BUSINESS PARTNERS 548 THE STRATEGIC CONTRIBUTION OF HR ADVISERS OR ASSISTANTS 548 THE STRATEGIC SKILLS REQUIRED 548 HR STRATEGIC ACTIVITIES AND SKILLS AS DEFINED BY THE CIPD 548 10 THINGS TO DO IF YOU WANT TO BE STRATEGIC 549 45 BUSINESS SKILLS 553 INTRODUCTION 554 BUSINESS SKILLS 554 FINANCIAL SKILLS 554 BUSINESS MODELS 557 46 PROBLEM-SOLVING SKILLS 563 INTRODUCTION 563 PROBLEM SOLVING 563 12 PROBLEM-SOLVING STEPS 564 CONTENTS 47 ANALYTICAL AND CRITICAL SKILLS 567 INTRODUCTION 567 EVIDENCE-BASED MANAGEMENT 567 ANALYTICAL SKILLS 569 LOGICAL REASONING 569 * CRITICAL THINKING 570 CRITICAL EVALUATION 570 DEVELOPING AND JUSTIFYING ORIGINAL ARGUMENTS 571 48 RESEARCH SKILLS 573 INTRODUCTION 574 THE NATURE OF RESEARCH 574 PLANNING AND CONDUCTING RESEARCH PROGRAMMES 574 RESEARCH METHODOLOGY 576 METHODS OF COLLECTING DATA 576 PROCESSES INVOLVED IN RESEARCH 580 49 STATISTICAL SKILLS 583 INTRODUCTION 584 USING STATISTICS 584 FREQUENCY 584 MEASURES OF CENTRAL TENDENCY 584 MEASURES OF DISPERSION 585 CORRELATION 585 REGRESSION 585 CAUSALITY 586 TESTS OF SIGNIFICANCE 586 TESTING HYPOTHESES 587 50 SELECTION INTERVIEWING SKILLS 589 INTRODUCTION 590 SELECTION INTERVIEWING SKILLS 590 PREPARING FOR THE INTERVIEW 591 PLANNING THE INTERVIEW 592 QUESTIONING TECHNIQUES 593 COMING TO A CONCLUSION 598 DOS AND DON TS OF SELECTION INTERVIEWING 599 51 JOB, ROLE AND SKILLS ANALYSIS AND COMPETENCY MODELLING 603 INTRODUCTION 604 DEFINITIONS 604 JOB ANALYSIS 605 JOB DESCRIPTIONS 607 ROLE ANALYSIS AND ROLE PROFILES 608 CONTENTS SKILLS ANALYSIS 609 FAULTS ANALYSIS 612 JOB LEARNING ANALYSIS 612 COMPETENCY MODELLING 612 52 LEARNING AND DEVELOPMENT SKILLS 619 INTRODUCTION 619 COACHING 619 MENTORING 620 JOB INSTRUCTION 621 53 NEGOTIATING SKILLS 625 INTRODUCTION 625 THE PROCESS OF NEGOTIATION 626 STAGES OF NEGOTIATION 626 NEGOTIATING AND BARGAINING SKILLS 628 54 LEADING AND FACILITATING CHANGE 631 INTRODUCTION 631 THE ROLE OF HR IN LEADING AND FACILITATING CHANGE 631 THE CHANGE PROCESS 633 CHANGE MODELS 633 RESISTANCE TO CHANGE 635 IMPLEMENTING CHANGE 636 THE ROLE OF CHANGE AGENTS 637 55 LEADERSHIP SKILLS 641 INTRODUCTION 641 THE MEANING OF LEADERSHIP 641 LEADERSHIP THEORIES 642 WHAT LEADERS DO 642 LEADERSHIP STYLES 643 TYPES OF LEADERS 644 THE REALITY OF LEADERSHIP 646 THE QUALITIES OF A GOOD LEADER 646 EFFECTIVE LEADERSHIP 646 56 INFLUENCING SKILLS 651 INTRODUCTION 651 PERSUADING PEOPLE 651 CASE PRESENTATION 652 MAKING A BUSINESS CASE 653 FACILITATING 654 COORDINATING DISCUSSIONS 655 CONTENTS 57 HANDLING PEOPLE PROBLEMS 657 INTRODUCTION 657 DISCIPLINARY ISSUES 657 ABSENTEEISM 659 HANDLING POOR TIMEKEEPING 660 HANDLING NEGATIVE BEHAVIOUR 660 DEALING WITH UNDERPERFORMANCE 663 58 MANAGING CONFLICT 665 INTRODUCTION 665 HANDLING INTER-GROUP CONFLICT 666 HANDLING INTERPERSONAL CONFLICT 666 RESOLVING CONFLICT BETWEEN TEAM MEMBERS 667 59 POLITICAL SKILLS 671 INTRODUCTION 671 TYPICAL POLITICAL APPROACHES 672 USING POLITICAL MEANS TO GET THINGS DONE 672 POLITICAL SENSITIVITY 672 DANGERS OF POLITICS 673 DEALING WITH ORGANIZATIONAL POLITICS 673 PART XII HRA/1 TOOLKITS 675 60 STRATEGIC HRM TOOLKIT 677 PURPOSE OF THE TOOLKIT 677 THE STRATEGIC HRM FRAMEWORK 677 STRATEGIC HRM ACTIVITIES 678 61 HUMAN CAPITAL MANAGEMENT TOOLKIT 685 PURPOSE OF THE TOOLKIT 685 THE HUMAN CAPITAL MANAGEMENT APPROACH 685 THE PROCESS OF HUMAN CAPITAL MANAGEMENT 685 REASONS FOR ADOPTING AN HCM APPROACH 685 INTRODUCING HCM 691 62 ORGANIZATION DESIGN TOOLKIT 697 PURPOSE OF THE TOOLKIT 697 ANALYSIS OF AIMS AND PURPOSE OF THE ORGANIZATION 698 ACTIVITIES AND STRUCTURE ANALYSIS 699 ROLE ANALYSIS 700 CONTENTS 63 ORGANIZATION DEVELOPMENT TOOLKIT 701 PURPOSE OF THE TOOLKIT 701 64 EMPLOYEE ENGAGEMENT TOOLKIT 709 PURPOSE OF THE TOOLKIT 709 DRIVERS OF ENGAGEMENT 711 MEASURING ENGAGEMENT 711 ENGAGEMENT GAP ANALYSIS 713 DIAGNOSIS 714 65 WORKFORCE PLANNING TOOLKIT 717 PURPOSE OF THE TOOLKIT 717 FACTORS AFFECTING DEMAND AND SUPPLY 718 66 TALENT MANAGEMENT TOOLKIT 729 PURPOSE OF THE TOOLKIT 729 TALENT MANAGEMENT STRATEGY 729 TALENT MANAGEMENT POLICY 729 TALENT PLANNING 729 TALENT AUDIT 732 RESOURCING TALENT 733 TALENT DEVELOPMENT 734 OVERALL ANALYSIS 734 67 PLANNING AND DELIVERING LEARNING EVENTS TOOLKIT 737 PURPOSE OF THE TOOLKIT 737 PLANNING LEARNING EVENTS 737 68 PERFORMANCE MANAGEMENT TOOLKIT 747 PURPOSE OF THE TOOLKIT 747 STRUCTURE OF THE TOOLKIT 747 ANALYSIS AND DIAGNOSIS 747 DESIGN TOOLKIT 752 AREAS FOR DEVELOPMENT 753 ANALYSIS OF POSSIBLE OBJECTIVES AND SUCCESS CRITERIA 754 DEVELOPMENT OF A PERFORMANCE MANAGEMENT SYSTEM 755 IMPLEMENTATION TOOLKIT 756 PILOT TESTING 756 PERFORMANCE MANAGEMENT OPERATIONS TOOLKIT 758 THE EVALUATION TOOLKIT 759 CONTENTS 69 STRATEGIC REWARD TOOLKIT 761 PURPOSE OF THE TOOLKIT 761 THE REWARD STRATEGY DEVELOPMENT FRAMEWORK 761 ANALYSIS OF REWARD STRATEGY AND PRACTICE 762 DEVELOPING AND IMPLEMENTING REWARD STRATEGY 765 70 TOTAL REWARDS TOOLKIT 771 PURPOSE OF THE TOOLKIT 771 INTRODUCING TOTAL REWARDS 771 CLARIFY THE CONCEPT AND OBJECTIVES OF TOTAL REWARDS 772 IDENTIFY TOTAL REWARD ELEMENTS 774 PRIORITIZE 774 IMPLEMENT 776 MONITOR AND EVALUATE 776 71 JOB EVALUATION TOOLKIT 777 PURPOSE AND CONTENTS OF THE TOOLKIT 777 THE JOB EVALUATION REVIEW AND DEVELOPMENT SEQUENCE 777 72 GRADE AND PAY STRUCTURE DESIGN TOOLKIT 789 PURPOSE OF THE TOOLKIT 789 THE GRADE AND PAY STRUCTURE DESIGN SEQUENCE 789 ANALYSIS OF PRESENT ARRANGEMENTS 791 CHOICE OF STRUCTURE 792 DEFINITION OF GUIDING PRINCIPLES 794 DESIGN OPTIONS 795 GRADED PAY STRUCTURE DESIGN 796 PAY RANGE DESIGN 797 CAREER FAMILY STRUCTURE DESIGN 799 JOB FAMILY STRUCTURE DESIGN 799 ASSIMILATION POLICY 799 PROTECTION POLICY 799 IMPLEMENTING NEW GRADE AND PAY STRUCTURES 800 73 ATTITUDE SURVEYS TOOLKIT 801 INTRODUCTION 801 DEVELOPING AND CONDUCTING AN ATTITUDE SURVEY 801 POST-SURVEY ACTIVITIES 809 APPENDIX 1: EXAMPLE OF ATTITUDE SURVEY 811 APPENDIX 2: SURVEY PROVIDERS 813 ABOUT THE AUTHORS 815 AUTHOR INDEX 817 SUBJECT INDEX 823
any_adam_object	1
author	Armstrong, Michael 1928- Taylor, Stephen 1965-
author_GND	(DE-588)13143683X (DE-588)136953158
author_facet	Armstrong, Michael 1928- Taylor, Stephen 1965-
author_role	aut aut
author_sort	Armstrong, Michael 1928-
author_variant	m a ma s t st
building	Verbundindex
bvnumber	BV042264112
callnumber-first	H - Social Science
callnumber-label	HF5549
callnumber-raw	HF5549.17
callnumber-search	HF5549.17
callnumber-sort	HF 45549.17
callnumber-subject	HF - Commerce
classification_rvk	QV 570 QV 578
ctrlnum	(OCoLC)903438326 (DE-599)BVBBV042264112
dewey-full	658.3
dewey-hundreds	600 - Technology (Applied sciences)
dewey-ones	658 - General management
dewey-raw	658.3
dewey-search	658.3
dewey-sort	3658.3
dewey-tens	650 - Management and auxiliary services
discipline	Wirtschaftswissenschaften
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genre_facet	Lehrbuch
id	DE-604.BV042264112
illustrated	Illustrated
indexdate	2024-12-20T17:06:13Z
institution	BVB
isbn	9780749469641 9780749469658
language	English
oai_aleph_id	oai:aleph.bib-bvb.de:BVB01-027701799
oclc_num	903438326
open_access_boolean
owner	DE-521 DE-92 DE-473 DE-BY-UBG
owner_facet	DE-521 DE-92 DE-473 DE-BY-UBG
physical	XXXIV, 842 S. graph. Darst.
publishDate	2014
publishDateSearch	2014
publishDateSort	2014
publisher	Kogan Page
record_format	marc
spellingShingle	Armstrong, Michael 1928- Taylor, Stephen 1965- Armstrong's handbook of human resource management practice Personnel management Handbooks, manuals, etc Personalwesen (DE-588)4076000-5 gnd Humanvermögen (DE-588)4240300-5 gnd Personalpolitik (DE-588)4045269-4 gnd Personalentwicklung (DE-588)4121465-1 gnd Führung (DE-588)4018776-7 gnd
subject_GND	(DE-588)4076000-5 (DE-588)4240300-5 (DE-588)4045269-4 (DE-588)4121465-1 (DE-588)4018776-7 (DE-588)4123623-3
title	Armstrong's handbook of human resource management practice
title_alt	Handbook of human resource management practice Human resource management practice
title_auth	Armstrong's handbook of human resource management practice
title_exact_search	Armstrong's handbook of human resource management practice
title_full	Armstrong's handbook of human resource management practice Michael Armstrong and Stephen Taylor
title_fullStr	Armstrong's handbook of human resource management practice Michael Armstrong and Stephen Taylor
title_full_unstemmed	Armstrong's handbook of human resource management practice Michael Armstrong and Stephen Taylor
title_short	Armstrong's handbook of human resource management practice
title_sort	armstrong s handbook of human resource management practice
topic	Personnel management Handbooks, manuals, etc Personalwesen (DE-588)4076000-5 gnd Humanvermögen (DE-588)4240300-5 gnd Personalpolitik (DE-588)4045269-4 gnd Personalentwicklung (DE-588)4121465-1 gnd Führung (DE-588)4018776-7 gnd
topic_facet	Personnel management Handbooks, manuals, etc Personalwesen Humanvermögen Personalpolitik Personalentwicklung Führung Lehrbuch
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=027701799&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
work_keys_str_mv	AT armstrongmichael armstrongshandbookofhumanresourcemanagementpractice AT taylorstephen armstrongshandbookofhumanresourcemanagementpractice AT armstrongmichael handbookofhumanresourcemanagementpractice AT taylorstephen handbookofhumanresourcemanagementpractice AT armstrongmichael humanresourcemanagementpractice AT taylorstephen humanresourcemanagementpractice

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