A handbook of human resource management practice / Michael Armstrong.

Previous ed.: 1999.

Includes bibliographical references (p. 912-941) and index.

Part I The foundations of human resource management: Chapter 1. Human resource management -- Chapter 2. Strategic human resource management -- Chapter 3. Intellectual capital: the theory and its practical implications -- Part II The practice of human resource management -- Chapter 4. Role of the HR function -- Chapter 5. Role of the HR practioner -- Chapter 6. The contribution of the HR function -- Chapter 7. Evaluating the HR Function -- Chapter 8. International human resource management -- Part III Organizaational behaviour -- Chapter 9. Characteristics of people -- Chapter 10. Motivation -- Chapter 11. Commitment -- Chapter 12 How organizations function -- Chapter 13. Organizational culture -- Part IV Work and employment: Chapter 14. The nature of work -- CHapter 15 The employment relationship -- Chapter 16. The psychogical contract -- Part V Organisation, jobs and roles -- Chapter 17. Organization design -- Chapter 18. Organizational development, change and transformation -- CHapter 19. JOb and role design -- Part VI Human resource management processes: Chapter 20. HRM policies -- Chapter 21. Competency -related human resource management -- Chapter 22. Knowledge management -- Chapter 23. Analysing and describing jobs and roles -- Part VII Employment resourcing: Chapter 24. Human resource planning -- Chapter 25. recruitment and sellection -- Chapter 26. Selection interviewing -- Chapter 27. Selection tests -- Chapter 28. Introduction to the organization -- Chapter 29. Release from the organization -- Part VII Performance management -- Chapter 30. The basis of performance management -- Chapter 31. Performance management processes -- Chapter 32. 360-degree -- Part IX Human resource development: Chapter 33. Strategic human resource development -- Chapter 34. Organizational learning and thes learning organization -- 35. How people learn -- 36. Training -- 37. Personal development planning -- Chapter 38. Management development -- 39. Career management: management succession and career planning -- Part X Reward management systems -- chapter 41. job evaluation -- Chapter 42. market rate analysis -- Chapter 43. Pay structures -- Chapter 44. Contingent pay: paying for performance, competence, skill and contribution -- Chapter 45. REwarding speciall groups: diretors, expatriates and sales representatives -- Chapter 46. Employee benifits, pensions and allowances -- Chapter 47. Managing reward sysytems -- Part XI Employee Relations -- Chapter 48. The frame work of employee relations -- Chapter 49. Employee relations processes -- Chapter 50. Negotiating and bargaining -- Chapter 51. Involvement and participation -- Communication -- Chapter 52. Communications -- Part XII Health, safety and welfare -- 53. Health and safety -- 54. Welfare services -- Part XIII Employment & HR Services -- Chapter 55. Employment practices -- Chapter 56. HRM procedures -- 57. Computerized human resource information systems

Now fully revised to reflect the Institute of Personnel and Development's current syllabus, this book offers a comprehensive handbook of human resource management practice.