Armstrong's Handbook of Human Resource Management Practice by Michael Armstrong, Stephen Taylor

By Michael Armstrong, Stephen Taylor

The 11th version comprises many additions and revisions. It covers significant advancements within the concept and perform of human source administration within the final 3 years. There are new chapters at the impression of HRM, company social accountability, excessive functionality paintings platforms, worker engagement, swap administration, resourcing process and perform and worker well being. major adjustments and enhancements were made to many of the different chapters. The layout of the booklet has been considerably up to date with the purpose of delivering a textual content which inspires and allows larger studying. Chapters include key strategies and phrases, studying results, key studying issues, questions and extra interpreting permitting scholars to recap, replicate and try their studying.

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Extra resources for Armstrong's Handbook of Human Resource Management Practice

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Theories of HRM, David Guest (1997) 1. Strategic theories – in the UK the implicit but untested hypothesis is that good fit (between HR practice and the internal and external context) will be associated with superior performance. In the United States the focus has been more on classifying types of HR strategy. The hypothesis is that firms that have a fit between business strategy, structure and HRM policy will have superior performance. 2. Descriptive theories – these either list areas of HR policy and outcomes (Beer et al, 1984) or adopt a systems approach, describing the relationships between levels (Kochan et al, 1986).

He believe that, rather than being consciously and systematically developed, strategy reorientation happens in what he calls brief ‘quantum loops’. A 28 Human Resource Management strategy, according to Mintzberg, can be deliberate – it can realize the intentions of senior management, for example to attack and conquer a new market. But this is not always the case. In theory, he says, strategy is a systematic process: first we think, then we act; we formulate, then we implement. But we also ‘act in order to think’.

Contingency theory – HRM is influenced by the organization’s environment and circumstances (Legge, 1978). 2. The resource-based view – HRM delivers added value through the strategic development of the organization’s rare, hard to imitate and hard to substitute human resources (Barney, 1991, 1995). 3. AMO theory – the formula Performance = Ability + Motivation + Opportunity to Participate provides the basis for developing HR systems that attend to employees’ interests, namely their skill requirements, motivations and the quality of their job (Appelbaum et al, 2000; Bailey et al, 2001; Boxall and Purcell, 2003).

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