Strategic Human Resource Management: A Guide to Action, Fourth Edition | by Michael Armstrong | ISBN: 9780749453756. Organization Development Strategy. Corporate Social Responsibility Strategy. Employee Engagement Strategy. Human Capital Management Strategy. Learning and Development Strategy
Strategic Human Resource Management: A Guide to Action, Fourth Edition
by Michael Armstrong
ISBN:9780749453756
Presenting HR strategies that have been formulated and developed by practitioners, academics, and consultants, this work demonstrates how they can be implemented in line with business objectives to effect positive and productive change.
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Strategic Human Resource Management—A Guide to Action, 4th Edition
Introduction
Part 1 – The Conceptual Framework of Strategic HRM
Chapter 1 – The Concept of Human Resource Management
HRM DEFINED
HUMAN RESOURCE SYSTEMS
AIMS OF HRM
CHARACTERISTICS OF HRM
RESERVATIONS ABOUT HRM
Chapter 2 – The Concept of Strategy
OVERVIEW
STRATEGY DEFINED
THE CONCEPT OF STRATEGY
THE FORMULATION OF STRATEGY
Chapter 3 – The Concept of Strategic Human Resource Management
STRATEGIC HRM DEFINED
BASIS OF STRATEGIC HRM
PRINCIPLES OF STRATEGIC HRM
AIMS OF STRATEGIC HRM
CONCEPTS OF STRATEGIC HRM
PERSPECTIVES ON STRATEGIC HRM
THE BEST-PRACTICE APPROACH
THE BEST-FIT APPROACH
BUNDLING
THE REALITY OF STRATEGIC HRM
PRACTICAL IMPLICATIONS OF STRATEGIC HRM THEORY
Part 2 – The Practice of Strategic HRM
Chapter 4 – HR Strategies
OVERVIEW
WHAT ARE HR STRATEGIES?
WHAT IS THE PURPOSE OF HR STRATEGIES?
OVERALL HR STRATEGIES
SPECIFIC HR STRATEGIES
CRITERIA FOR AN EFFECTIVE HR STRATEGY
HOW SHOULD HR STRATEGIES BE DEVELOPED?
DEVELOPING HR STRATEGIES
IMPLEMENTING HR STRATEGIES
Chapter 5 – The Strategic Role of HR
THE STRATEGIC NATURE OF HR
THE STRATEGIC PARTNER MODEL
WHAT BEING STRATEGIC MEANS
THE STRATEGIC ROLE OF HR DIRECTORS
THE STRATEGIC ROLE OF HEADS OF HR FUNCTIONS
THE STRATEGIC ROLE OF HR BUSINESS PARTNERS
THE STRATEGIC CONTRIBUTION OF HR ADVISERS OR ASSISTANTS
Chapter 6 – The Impact of Strategic HRM
HOW HR IMPACTS ON ORGANIZATIONAL PERFORMANCE
HOW STRATEGIC HRM CONCEPTS IMPACT ON PRACTICE
Chapter 7 – Strategic HRM in Action
OVERVIEW
FORMULATING HR STRATEGY
THE CONTENT OF HR STRATEGIES
CORPORATE ISSUES
ACHIEVING INTEGRATION
WHAT ARE THE MOST CHARACTERISTIC FEATURES OF STRATEGIC HRM IN ACTION?
Part 3 – HR Strategies
Chapter 8 – Human Capital Management Strategy
OVERVIEW
AIMS OF HUMAN CAPITAL MANAGEMENT
THE LINK BETWEEN HCM AND BUSINESS STRATEGY
DEVELOPING A HUMAN CAPITAL MANAGEMENT STRATEGY
CONCLUSIONS: THE ROLE OF HUMAN CAPITAL MANAGEMENT STRATEGY
Chapter 9 – High-Performance Strategy
OVERVIEW
HIGH-PERFORMANCE WORK SYSTEM DEFINED
CHARACTERISTICS OF A HIGH-PERFORMANCE WORK SYSTEM
COMPONENTS OF AN HPWS
IMPACT OF HIGH-PERFORMANCE WORK SYSTEMS
DEVELOPING A HIGH-PERFORMANCE STRATEGY
Chapter 10 – Corporate Social Responsibility Strategy
OVERVIEW
STRATEGIC CSR DEFINED
CSR ACTIVITIES
THE RATIONALE FOR CSR
DEVELOPING A CSR STRATEGY
Chapter 11 – Organization Development Strategy
ORGANIZATION DEVELOPMENT DEFINED
OD STRATEGIES
ASSUMPTIONS AND VALUES OF OD
ACTIVITIES INCORPORATED IN THE OD STRATEGY
STRATEGIES FOR ORGANIZATIONAL TRANSFORMATION
Chapter 12 – Employee Engagement Strategy
OVERVIEW
ENGAGEMENT AND ORGANIZATIONAL COMMITMENT
THE SIGNIFICANCE OF ENGAGEMENT
ENGAGEMENT AND DISCRETIONARY BEHAVIOUR
WHAT IS AN ENGAGED EMPLOYEE?
WHAT ARE THE FACTORS THAT INFLUENCE ENGAGEMENT?
STRATEGIES FOR ENHANCING ENGAGEMENT
MEASURING ENGAGEMENT
Chapter 13 – Knowledge Management Strategy
THE PROCESS OF KNOWLEDGE MANAGEMENT
SOURCES AND TYPES OF KNOWLEDGE
APPROACHES TO THE DEVELOPMENT OF KNOWLEDGE MANAGEMENT STRATEGIES
STRATEGIC KNOWLEDGE MANAGEMENT ISSUES
COMPONENTS OF A KNOWLEDGE MANAGEMENT STRATEGY
Chapter 14 – Employee Resourcing Strategy
THE OBJECTIVE OF EMPLOYEE RESOURCING STRATEGY
THE STRATEGIC HRM APPROACH TO RESOURCING
INTEGRATING BUSINESS AND RESOURCING STRATEGIES
BUNDLING RESOURCING STRATEGIES AND ACTIVITIES
THE COMPONENTS OF EMPLOYEE RESOURCING STRATEGY
HUMAN RESOURCE PLANNING
EMPLOYEE VALUE PROPOSITION
RESOURCING PLANS
RETENTION STRATEGY
FLEXIBILITY STRATEGY
Chapter 15 – Talent Management Strategy
TALENT MANAGEMENT DEFINED
THE PROCESS OF TALENT MANAGEMENT
DEVELOPING A TALENT MANAGEMENT STRATEGY
Chapter 16 – Learning and Development Strategy
STRATEGIC HUMAN RESOURCE DEVELOPMENT (SHRD)
STRATEGIES FOR CREATING A LEARNING CULTURE
ORGANIZATIONAL LEARNING STRATEGIES
LEARNING ORGANIZATION STRATEGY
INDIVIDUAL LEARNING STRATEGIES
Chapter 17 – Reward Strategy
REWARD STRATEGY DEFINED
WHY HAVE A REWARD STRATEGY?
CHARACTERISTICS OF REWARD STRATEGIES
THE STRUCTURE OF REWARD STRATEGY
THE CONTENT OF REWARD STRATEGY
GUIDING PRINCIPLES
DEVELOPING REWARD STRATEGY
EFFECTIVE REWARD STRATEGIES
REWARD STRATEGY AND LINE MANAGEMENT CAPABILITY
Chapter 18 – Employee Relations Strategy
EMPLOYEE RELATIONS STRATEGY DEFINED
CONCERNS OF EMPLOYEE RELATIONS STRATEGY
STRATEGIC DIRECTIONS
THE BACKGROUND TO EMPLOYEE RELATIONS STRATEGIES
THE HRM APPROACH TO EMPLOYEE RELATIONS
POLICY OPTIONS
FORMULATING EMPLOYEE RELATIONS STRATEGIES
PARTNERSHIP AGREEMENTS
EMPLOYEE VOICE STRATEGIES
Part 4 – The Strategic HR Toolkit
Chapter 19 – Strategic Human Resource Management Toolkit
References
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Hiring Success: The Art and Science of Staffing Assessment and Employee Selection | by Steven T. Hunt | ISBN: 9780787996482. Essential Resources for Training and HR Professionals. Principles Of Staffing Assessment Process Design. How To Use Job Analysis To Define Critical Employee Behaviors.
Hiring Success: The Art and Science of Staffing Assessment and Employee Selection
by Steven T. Hunt
ISBN:9780787996482
Research-based, but written in easy-to-understand terms, this book explains what staffing assessments are, why they work, and how to use them for improving the accuracy and efficiency of hiring selection decisions.
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Hiring Success—The Art and Science of Staffing Assessment and Employee Selection
Author’s Foreword
Chapter One – Introduction
Overview
What Information Is The Book Based On?
Assessments: The Difference Between Success And Failure
Chapter Two – What Staffing Assessments Measure, Why They Work, and When to Use Them
Overview
What Do Assessments Measure?
Why Do Assessments Work?
When Is It Useful To Use Staffing Assessments?
Concluding Remarks: Why Assessments Work
Chapter Three – Different Types of Staffing Assessments
Overview
Categorizing Assessments Based On How They Collect Candidate Information
Physical Exams
Investigations
Interviews
Resume Screens
Self-Report Measures
Knowledge, Skill, And Ability Tests
Situational Measures
Behavioral Versus Direct Assessments
Concluding Remarks: Different Types Of Assessments
Chapter Four – Evaluating the Effectiveness of Staffing Assessments
Overview
How Assessments Work
Assessment Validity: How To Determine How Well An Assessment Is Working
Concluding Remarks: Choosing What Assessments To Use
Chapter Five – Defining Job Performance and Its Relationship to Assessments
Overview
Step 1. Identify Key Performance Outcomes
Step 2. Use Job Analysis To Define And Describe Critical Employee Behaviors
Step 3. Choose An Effective Assessment
Step 4. Appropriately Collecting And Interpreting Assessment Data
Concluding Remarks: Linking Assessment Processes To Job Performance
Chapter Six – Common Criticisms of Staffing Assessments
Overview
Criticism 1: Staffing Assessments Are Not Very Accurate
Criticism 2: Staffing Assessments Can Be Faked By Applicants
Criticism 3: Staffing Assessments Are Not Worth The Cost Required To Use Them
Criticism 4: Staffing Assessments Pose A Legal Risk
Criticism 5: Staffing Assessments Are An Unfair Way To Evaluate People
Criticism 6: Staffing Assessments Are Offensive To Candidates
Criticism 7: Staffing Assessments Add Too Much Time To The Hiring Process
Concluding Remarks: Should Companies Use Staffing Assessments?
Chapter Seven – Choosing Among Different Assessment Methods
Overview
Method 1. No Standardized Assessment: Start At The Bottom And Work Up
Method 2. Self-Report Pre-Screening Questionnaires: The Value Of Structure
Method 3. Applicant Investigations: Avoiding Catastrophic Hiring Mistakes
Method 4. Structured Interviews: Maximizing Time Spent With Candidates
Method 5. Broad Self-Report And Situational Judgment Measures: Asking Candidates For Greater Levels Of Self-Description
Method 6. Broad Knowledge And Skills Tests: Testing Basic Job Requirements
Method 7. Broad Ability Tests: Getting A General Sense Of Candidates’ Ability To Learn And Solve Problems
Method 8. Integrating Broad Self-Report Measures, Knowledge And Skills Tests, And Ability Tests: Predicting Maximal And Typical Performance
Method 9. Localized Scoring: Accurately Interpreting Candidate Responses
Method 10. Context-Specific Self-Report Measures: Asking Candidates To Describe Themselves In Greater Detail
Method 11. Context-Specific Knowledge, Skills, And Ability Tests: Seeing What A Candidate Can Actually Do
Method 12. Integrating Context-Specific Self-Report Measures And Knowledge, Skills, And Ability Tests: Predicting Highly Specific Types Of Maximal And Typical Performance
Method 13. Advanced, Non-Linear Scoring: “Turbo-Charging” Assessment Results
Concluding Remarks: Determining What Assessment Methods To Use
Chapter Eight – Incorporating Staffing Assessments into the Hiring Process
Principles Of Staffing Assessment Process Design
Designing Staffing Processes For Entry-Level Jobs
Sample Staffing Assessment Process For Professional Jobs
Concluding Remarks: Using Assessments
Chapter Nine – Conclusion
Glossary of – Common Assessment Terms
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