Armstrong's Handbook of Human Resource Management Practice, 16th Edition

• Section - ONE: Fundamentals of human resource management;
• • Chapter - 01: Human resource management;
  • Chapter - 02: Strategic HRM;
  • Chapter - 03: HR strategy;
  • Chapter - 04: Human capital management;
  • Chapter - 05: The context of HRM;
  • Chapter - 06: HRM and performance;
  • Chapter - 07: International HRM;
• Section - TWO: Delivering HRM;
• • Chapter - 08: The role of the HR function;
  • Chapter - 09: The role of HR professionals;
  • Chapter - 10: The HRM role of line managers;
• Section - THREE: Human resource management processes;
• • Chapter - 11: Evidence-based HRM;
  • Chapter - 12: HR analytics;
  • Chapter - 13: e-HRM;
  • Chapter - 14: Artificial intelligence and HRM;
  • Chapter - 15: Knowledge management;
  • Chapter - 16: Competency-based HRM;
  • Chapter - 17: The ethical dimension of HRM;
  • Chapter - 18: Corporate social responsibility;
• Section - FOUR: Organization;
• • Chapter - 19: Organizational behaviour;
  • Chapter - 20: Organization design;
  • Chapter - 21: Work design;
  • Chapter - 22: Job design;
  • Chapter - 23: Organization development;
• Section - FIVE: Factors affecting the behaviour of people at work;
• • Chapter - 24: Motivation;
  • Chapter - 25: Commitment;
  • Chapter - 26: Employee engagement;
• Section - SIX: People resourcing;
• • Chapter - 27: Workforce planning;
  • Chapter - 28: Recruitment and selection;
  • Chapter - 29: Talent management;
• Section - SEVEN: Employment practices;
• • Chapter - 30: Managing employment;
  • Chapter - 31: Managing diversity and inclusion;
  • Chapter - 32: Managing flexibility;
• Section - EIGHT: Learning and development;
• • Chapter - 33: The basis of learning and development;
  • Chapter - 34: The process of learning and development;
  • Chapter - 35: Learning and development practices;
  • Chapter - 36: Leadership and management development;
• Section - NINE: Performance management;
• • Chapter - 37: The concept of performance management;
  • Chapter - 38: Performance management systems;
  • Chapter - 39: Reinventing performance management;
• Section - TEN: Reward management;
• • Chapter - 40: The basis of reward management;
  • Chapter - 41: The practice of reward management;
  • Chapter - 42: Managing reward for special groups;
  • Chapter - 43: The gender pay gap;
• Section - ELEVEN: Employment relations;
• • Chapter - 44: The basis of employment relations;
  • Chapter - 45: The employment relationship;
  • Chapter - 46: The psychological contract;
  • Chapter - 47: The practice of industrial relations;
  • Chapter - 48: Employee voice;
  • Chapter - 49: Employee communications;
• Section - TWELVE: Employee wellbeing;
• • Chapter - 50: The principles and practice of employee wellbeing;
  • Chapter - 51: Health and safety;
• Section - THIRTEEN: HRM policies and practices and employment law;
• • Chapter - 52: HR policies;
  • Chapter - 53: HR procedures;
  • Chapter - 54: HR information systems;
  • Chapter - 55: Employment law;
• Section - FOURTEEN: People management skills;
• • Chapter - 56: Strategic people management skills;
  • Chapter - 57: Business skills;
  • Chapter - 58: Problem-solving and decision-making skills;
  • Chapter - 59: Analytical and critical skills;
  • Chapter - 60: Research skills;
  • Chapter - 61: Statistical skills;
  • Chapter - 62: Selection interviewing skills;
  • Chapter - 63: Job, role, competency and skills analysis;
  • Chapter - 64: Learning and development skills;
  • Chapter - 65: Negotiating skills;
  • Chapter - 66: Change management;
  • Chapter - 67: Influencing skills;
  • Chapter - 68: Leadership skills;
  • Chapter - 69: Handling people problems;
  • Chapter - 70: Handling challenging conversations;
  • Chapter - 71: Managing conflict;
  • Chapter - 72: Political skills;
  • Chapter - 73: Dealing with business issues from an HR perspective;
  • Chapter - 74: Project management

Michael Armstrong is the UK's bestselling author of HRM books. With over a million copies sold, his books have been translated into 21 languages. He is managing partner of e-reward and was previously a chief examiner of the Chartered Institute of Personnel and Development (CIPD). He is the author of a number of other books on HR published by Kogan Page.

Stephen Taylor, Chartered CCIPD, 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.