Armstrong’s Handbook of Management and Leadership for HR 4th edition by Michael Armstrong ISBN 0749478152 978-0749478155

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ISBN 10:  0749478152
ISBN 13: 978-0749478155
Author: Michael Armstrong 

To make an effective contribution, HR specialists have to be good at management, leadership and developing both themselves and others. They also need to be aware of the management and business considerations that affect their work. Armstrong’s Handbook of Management and Leadership for HR provides guidance on the processes of management and leadership with particular reference to what HR managers and aspiring managers need to know and do to make a difference.

Written by renowned human resources expert and bestselling author Michael Armstrong, Armstrong’s Handbook of Management and Leadership for HR covers in one volume the ‘Leading, Managing and Developing People’ and ‘Developing Skills for Business Leadership’ Chartered Institute of Personnel and Development (CIPD) modules. It includes numerous practical features such as case studies, practitioner interviews, exercises and clear learning objectives to aid learning. This is the essential book for HR students and professionals looking to broaden their skills and understanding relating to management and leadership. Online supporting resources include lecture slides, an instructor’s manual, a student’s manual and a literature review.

Armstrong’s Handbook of Management and Leadership for HR 4th Table of contents:

PART ONE    Leading, managing and developing people fundamentals

01   Leadership

Introduction

Leadership defined

Leadership theories

What leaders do

Leadership style

Types of leaders

Leadership development

02   Management

Introduction

Management defined

The role of the management of an organization

The role of the manager

The characteristics that managers need

Strategic management

Leadership and management compared

Managing virtual teams

Effective managers

03   Developing people

Introduction

How people learn

The motivation to learn

Learning theory

Learning styles

Lessons from neuroscience

PART TWO    Human resource management and learning and development

04    The essence of human resource management

Introduction

The concept of HRM

HRM defined

The goals of HRM

The philosophy of HRM

Underpinning theories of HRM

Models of HRM

Strategic HRM

The HR architecture

The context of HRM

HRM today

05    The practice of HRM

Work, organization and job design

People resourcing

Performance management

Reward management

Managing the employment relationship

06    The practice of learning and development

Introduction

Identifying learning needs

The process of L&D

Evaluation of learning

The role of L&D

07    The contribution of HRM and L&D in different types of organizations

Introduction

The overall contribution of HR

The contribution of learning and development

The impact of HR

HRM in different contexts

International HRM

08    The professional and ethical approach to HRM and L&D

Introduction

Professionalism in HR

Codes of professional conduct

Professional ethical standards

Organizational codes of practice (ethics policies)

The meaning and nature of ethics

The nature of ethical decisions and judgements

Ethical theories

Ethical concepts

The ethical dimension of HRM

HRM ethical guidelines

Ethical dilemmas

Managing within the expectations of the law

PART THREE    People management processes

09    Motivation

Introduction

The meaning of motivation

Types of motivation

Motivation theory

Conclusions

10    Commitment

Introduction

The importance of commitment

Commitment and engagement

Critical evaluation of the concept of commitment

Factors affecting commitment

Developing a commitment strategy

11    Employee engagement

Introduction

The meaning of employee engagement

The components of employee engagement

Drivers of employee engagement

Outcomes of engagement

Enhancing employee engagement

Measuring engagement

Critical evaluation of the concept of employee engagement

12    Change management

Introduction

Types of change

The change process

Change models

Resistance to change

Implementing change

Organizational transformation

The role of HR in managing change

13    Flexible working

Introduction

The flexible firm

Operational flexibility

Flexible working arrangements

14    Managing diversity and inclusion

Introduction

The meaning and significance of managing diversity and inclusion

The rationale for managing diversity and inclusion

How to manage diversity and inclusion

PART FOUR    Leadership, management and learning and development skills

15    Leadership skills

Introduction

The skills required by effective leaders

The qualities of a good leader

How to motivate people

16    Management skills

Introduction

Effective supervision: providing direction

Delegating

Influencing people

How to make an effective presentation

Chairing meetings

Facilitating and coordinating discussions

Project management

17    People management skills

Introduction

How to conduct a selection interview

How to conduct a performance review meeting

Providing feedback

How to conduct a discipline meeting

How to manage poor performance

18    Learning and development skills

Introduction

Defining role profiles

Induction training

Personal development plans

Coaching

Mentoring

Job instruction

19    Managing interpersonal relationships at work

Introduction

Characteristics of effective teams and team-building

Assertiveness

Interpersonal communication

Handling emotional behaviour

Handling conflict

Handling challenging conversations

Networking

Negotiating

Organizational politics

Meeting HR aims in a politically astute and ethical manner

Liaising with customers

20    Managing oneself

Introduction

Individual differences

Dimensions of personality

Self-awareness

Time management

Personal organizing skills

Managing stress

Principles of continuous professional development

Professional and ethical approaches to self-management at work

21    Problem solving and decision making

Introduction

Problem solving

Decision making

22    Analytical, critical and consultancy skills

Introduction

Evidence-based management

Analytical skills

Logical reasoning

Critical thinking

Critical evaluation

Developing and justifying original arguments

Consulting skills

23    Information handling skills

Introduction

Handling information

HR analytics

Using statistics

HR information systems

24    Business and financial skills

Introduction

Business skills

Financial skills

25    Postgraduate study skills

Introduction

Effective learning

Study skills

Essay and report writing

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