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Strategic Human Resource Management.

Author: Michael Armstrong
Publisher: London, GBR : Kogan Page, Limited, 2006.
Edition/Format:   eBook : Document : English : 3rd edView all editions and formats
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Armstrong, Michael.
Strategic Human Resource Management.
London, GBR : Kogan Page, Limited, ©2006
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Michael Armstrong
ISBN: 9780749445119 0749445114
OCLC Number: 958559131
Notes: 13 Employee relations strategy.
Description: 1 online resource (208 pages)
Contents: Preface; Part 1 The framework of strategichuman resource management; 1 Human resource management; HUMAN RESOURCE MANAGEMENT DEFINED; MODELS OF HRM; AIMS OF HRM; CHARACTERISTICS OF HRM; RESERVATIONS ABOUT HRM; HRM AND PERSONNEL MANAGEMENT; 2 Strategy: concept and process; STRATEGY DEFINED; THE CONCEPT OF STRATEGY; THE FUNDAMENTALS OF STRATEGY; THE FORMULATION OF STRATEGY; 3 Strategic human resource management: concept and process; STRATEGIC HRM DEFINED; THE MEANING OF STRATEGIC HRM; AIMS OF STRATEGIC HRM; APPROACHES TO STRATEGIC HRM; LIMITATIONS TO THE CONCEPT OF STRATEGIC HRM. CONCLUSION4 HR strategies; HR STRATEGIES DEFINED; TYPES OF HR STRATEGIES; CRITERIA FOR AN EFFECTIVE HR STRATEGY; Part 2 Strategic human resource management in action; 5 Formulating and implementing HR strategies; FUNDAMENTAL PROCESS CONSIDERATIONS; CHARACTERISTICS OF THE PROCESS; DEVELOPING HR STRATEGIES; SETTING OUT THE STRATEGY; CONDUCTING A STRATEGIC REVIEW; IMPLEMENTING HR STRATEGIES; 6 Improving businessperformance through strategic HRM; HOW HR IMPACTS ON ORGANIZATIONAL PERFORMANCE; HOW HRM STRATEGIES MAKE AN IMPACT; HOW STRATEGIC HRM CONCEPTS IMPACT ON PRACTICE; 7 Roles in strategic HRM. THE STRATEGIC ROLE OF TOP MANAGEMENTTHE STRATEGIC ROLE OF FRONT-LINE MANAGEMENT; THE STRATEGIC ROLE OF THE HR DIRECTOR; THE STRATEGIC ROLE OF HR SPECIALISTS; Part 3 HR strategies; 8 Strategies for improving organizational effectiveness; STRATEGIES FOR IMPROVING ORGANIZATIONAL EFFECTIVENESS; STRATEGIES FOR ORGANIZATIONAL DEVELOPMENT; STRATEGIES FOR ORGANIZATIONAL TRANSFORMATION; STRATEGIES FOR CULTURE MANAGEMENT; STRATEGIES FOR KNOWLEDGE MANAGEMENT; COMMITMENT STRATEGY; STRATEGIES FOR DEVELOPING A CLIMATE OF TRUST; QUALITY MANAGEMENT STRATEGIES; CONTINUOUS IMPROVEMENT STRATEGIES. CUSTOMER SERVICE STRATEGY9 Resourcing strategy; RESOURCING STRATEGY DEFINED; THE OBJECTIVE OF RESOURCING STRATEGY; THE STRATEGIC HRM APPROACH TO RESOURCING; INTEGRATING BUSINESS AND RESOURCINGSTRATEGIES; BUNDLING RESOURCING STRATEGIES ANDACTIVITIES; THE COMPONENTS OF EMPLOYEE RESOURCINGSTRATEGY; HUMAN RESOURCE PLANNING; RESOURCING PLANS; RETENTION STRATEGY; FLEXIBILITY STRATEGY; TALENT MANAGEMENT STRATEGY; 10 Learning and development strategy; STRATEGIC HRD; STRATEGIES FOR CREATING A LEARNING CULTURE; ORGANIZATIONAL LEARNING STRATEGIES; LEARNING ORGANIZATION STRATEGY. INDIVIDUAL LEARNING STRATEGIES11 Strategies for managing performance; PERFORMANCE MANAGEMENT; PERFORMANCE MANAGEMENT DEFINED; PURPOSE OF PERFORMANCE MANAGEMENT; PERFORMANCE MANAGEMENT CONCERNS; THE SCOPE OF PERFORMANCE MANAGEMENT STRATEGY; THE PROCESS OF PERFORMANCE MANAGEMENT; CONCLUSION; 12 Reward strategy; REWARD STRATEGY DEFINED; WHY HAVE A REWARD STRATEGY?; CHARACTERISTICS OF REWARD STRATEGY; THE STRUCTURE OF REWARD STRATEGY; THE CONTENT OF REWARD STRATEGY; GUIDING PRINCIPLES; DEVELOPING REWARD STRATEGY; EFFECTIVE REWARD STRATEGIES; REWARD STRATEGY AND LINE MANAGEMENTCAPABILITY.

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