By Michael Armstrong
Armstrong?s guide of Human source administration perform is a vintage textual content for college students and practitioners of HRM. supplying an entire source for realizing and imposing HR in terms of the desires of the enterprise as a complete, it comprises in-depth assurance of the entire key parts necessary to the HR function.
content material: Copyright; Contents briefly; desk of contents; aiding assets for teachers and scholars; record of Figures; checklist of Tables; Preface; half I Human source administration; half II Human source administration approaches; half III paintings and Employment; half IV Organizational Behaviour; half V association layout and improvement; half VI humans Resourcing; half VII functionality administration; half VIII studying and improvement; half IX worthwhile humans; half X worker kin; half XI healthiness, safeguard and worker future health; half XII HR guidelines, methods and platforms; Appendices.
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Extra resources for Armstrong's Handbook of Human Resource Management Practice, 11th Edition
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).
It is about deciding where you want to go and how you mean to get there. It is concerned with both ends and Strategic Human Resource Management 27 means. ’ Strategies define longer-term goals but they also cover how those goals will be attained. They guide purposeful action to deliver the required result. A good strategy is one that works, one that in Abell’s (1993) phrase enables organizations to adapt by ‘mastering the present and pre-empting the future’. ’ The second characteristic of strategy is that the organizational capability of a firm (its capacity to function effectively) depends on its resource capability (the quality and quantity of its resources and their potential to deliver results).
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). They are largely non-prescriptive. 3. Normative theories – these are normative in the sense that they establish a norm or standard pattern in the form of prescribed best practice. These take a considerable risk in implying ‘one best way’. The Practice of Human Resource Management 7 Theories of HRM, Boselie et al (2005) 1.