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Gain a complete understanding of how to develop all the key areas of the HR function with this one-stop shop handbook by the UK's bestselling HRM author.

Armstrong M: Armstrong's Handbook of
Human Resource Management Practice

Armstrong's Handbook of Human Resource Management Practice

A Guide to the Theory and Practice of People Management

Section - ONE: Fundamentals of human resource management; Chapter - 01: The essence of HRM; Chapter - 02: Human capital management; Chapter - 03: The context of HRM; Chapter - 04: The future of work; Chapter - 05: HRM and organizational performance; Chapter - 06: The ethical dimension of HRM; Chapter - 07: Corporate social responsibility; Section - TWO: The strategic approach to HRM; Chapter - 08: Strategic HRM; Chapter - 09: HR strategy; Section - THREE: Delivering HR; Chapter - 10: The role of HR; Chapter - 11: The HRM role of line managers; Section - FOUR: Human resource management processes; Chapter - 12: Evidence-based HRM; Chapter - 13: HR analytics; Chapter - 14: Digital HRM; Chapter - 15: Knowledge Management; Chapter - 16: AI in HRM Section - FIVE: Organization; Chapter - 17: Organizational behaviour; Chapter - 18: Organizational design; Chapter - 19: Work design; Chapter - 20: Job design; Chapter - 21: Organizational development; Section - SIX: Factors affecting the behaviour of people at work; Chapter - 22: Ability, motivation and opportunity; Chapter - 23: Commitment; Chapter - 24: Employee engagement; Section - SEVEN: People resourcing; Chapter - 25: Resourcing strategy; Chapter - 26: Workforce Planning; Chapter - 27: Recruitment and selection; Chapter - 28: Skill-based Recruitment; Chapter - 29: Talent Management; Section - EIGHT: Employment practices; Chapter - 30: The employee experience; Chapter - 31: Managing employment; Chapter - 32: Managing diversity and inclusion; Chapter - 33: Managing flexibility; Chapter - 34: Managing home and hybrid working; Section - NINE: Learning and development; Chapter - 35: The basis of learning and development; Chapter - 36: Strategic learning and development; Chapter - 37: Organisational learning and the learning organization; Chapter - 38: Individual learning; Chapter - 39: The practice of learning and development; Chapter - 40: The practice of learning and development; Chapter - 41: Leadership and management development; Section - TEN: Performance management; Chapter - 42: The basis of performance management; Chapter - 43: Performance management; Chapter - 44: Performance leadership; Section - ELEVEN: Reward management; Chapter - 45: The bases of reward management; Chapter - 46: Reward strategy; Chapter - 47: The practice of reward management; Chapter - 48: Managing reward for special groups; Chapter - 49: Reducing the gender pay gap; Section - TWELVE: Employment relations; Chapter - 50: The basis of employment relations; Chapter - 51: Employment relations strategy; Chapter - 52: The employment relationship; Chapter - 53: The psychological contract; Chapter - 54: The practice of industrial relations; Chapter - 55: Employee voice; Chapter - 56: Employee communications; Section - THIRTEEN: Employee wellbeing; Chapter - 57: Principles and practice of employee wellbeing; Chapter - 58: Health and Safety; Section - FOURTEEN: HR practices; Chapter - 59: HR policies; Chapter - 60: HR procedures; Chapter - 61: Dealing with the legal aspects of employment; Section - FIFTEEN: International HRM; Chapter - 62: The basis of international HRM; Chapter - 63: The practice of international HRM; Chapter - 64: Managing expatriates; Section - SIXTEEN: People management skills and competencies; Chapter - 65: Strategic people management skills; Chapter - 66: Business skills; Chapter - 67: Dealing with business issues from an HR perspective; Chapter - 68: Problem-solving and decision-making; Chapter - 69: Analytical and critical skills; Chapter - 70: Research skills; Chapter - 71: Statistical skills; Chapter - 72: Selection interviewing skills; Chapter - 73: Job, role and skills analysis and competency modelling; Chapter - 74: Learning and development skills; Chapter - 75: Negotiating skills; Chapter - 76: Change management; Chapter - 77: Influencing skills; Chapter - 78: Leadership; Chapter - 79: Handling people problems; Chapter - 80: Handling challenging conversations; Chapter - 81: Managing conflict; Chapter - 82: Recruitment-based skills; Chapter - 83: Political skills; Chapter - 84: Project management; Section - SEVENTEEN: Conclusion; Chapter - 85: Trends in HRM

Redesigning Student Learning in Secondary Schools offers an accessible account of developments in secondary schooling in western countries over the past 150 years, questioning why so little has changed and introducing examples of, and proposals for, significant shifts from traditional practices.

Redesigning Student Learning in Secondary Schools offers an accessible account of developments in secondary schooling in western countries over the past 150 years, questioning why so little has changed and introducing examples of, and proposals for, significant shifts from traditional practices.Structured in three parts, Part 1 traces the evolution of mass secondary schooling systems and how their process shaped the student and teacher experience. Part 2 describes how system restructuring accommodated the whole student population, with some managers investing more heavily in market principles than others who placed greater trust in teachers to deliver high quality standards in basic skills. In Part 3, the author introduces various examples of how system and school redesign is, and has been attempted in recent years, arguing for, and explaining, a ‘service' model of schooling, adoption of technology to transform the teaching-learning process, empowering students to have more input into their own topic choice, through closer collaboration with teachers to identify and achieve learning goals. Proposals for how to undertake redesign are also discussed.This book will be of interest to secondary school educators, school leaders and managers.

Enhancing the Teacher and Student Experience

Redesigning Student Learning in Secondary School

Want to drive innovation with impact? Start here.Innovating is no longer optional - it's the difference between staying ahead and falling behind. Inside large companies, it often feels slow, complex, and risky. Meanwhile, agile startups are moving fast, taking bold bets and disrupting industries overnight.This is where you come in.INNOVATOR will help you: <ul> <li>align innovation with company strategy, so leadership supports your projects</li> <li>lead innovative projects with confidence, knowing exactly which steps to take</li> <li>create solutions which delight customers, driving measurable business growth</li> </ul>At the heart of this book is the INNOVATOR Way(TM), the step-by-step system trusted by top companies in 40+ countries to turn innovation initiatives into business results. This robust roadmap takes the guesswork out of innovating, making it simpler, faster, and far less risky.Innovation won't wait. It's time to step up and be more INNOVATOR.Tom Pullen is the founder of Innovinco(R), helping leading corporations grow through innovation. Previously Global Innovation Director at Danone, he was trained in Design Thinking at Stanford University and holds an Executive MBA from HEC Paris, where he now regularly teaches innovation to executives.

10 simple steps to innovate with speed, scale and confidence

INNOVATOR

Developing Collective Transformational Leadership

Leadership Team Coaching

Understand the key issues and trends impacting the travel industry in this practitioner-informed textbook for undergraduate and postgraduate tourism and hospitality students.

Theory, Trends and Practical Approaches

Contemporary Issues in Tourism and Hospitality

How 'sticky' is your organization?It's not enough to get good people through the door: the crucial question is how long they'll stay. When you lose hard-to-replace colleagues to competitors, self-employment, retirement or 'a better life', your business can quickly come unstuck.As a leader, it's your job to retain and motivate the people with the skills, expertise and commitment your business needs to win. So how do you create a 'sticky' organization that makes your most valued employees want to stay?You give them freedom.Helen Beedham unpacks this paradox in this insightful guide for CEOs, COOs, CPOs and any leader who wants to fuel growth and reduce risk and costs by retaining talented people. She shows how businesses that enjoy stellar rates of retention have freedom in their DNA and how you can develop this low-risk, win-win approach too.Discover: <ul> <li>The anti-freedom forces at work that weaken your glue.</li> <li>The four freedoms that your organization should be offering.</li> <li>How to measure your performance on the Freedom Index.</li> </ul>

Hold on to your best people by setting them free

People Glue

Routledge Research in Sport Business and Management

Innovation in Sport delves into the minds of rocket scientists, sports coaches, military strategists, and industry leaders, uncovering how innovation thrives through human connections. For practitioners, students, and researchers alike, this book offers a powerful invitation to rediscover what it means to innovate.

Exploring Organisational Innovation in High-Performing Environments

Innovation in Sport

Understand how to use people analytics to drive business results and gain competitive advantage.

Using HR Data to Drive Business Results

The Value of People Analytics

Hacking for Defense: Innovation Doctrine

A powerful and original new take on business strategy-with the customer at the center of it-designed to generate enduring competitive advantage When setting strategy, organizations typically spend too much time thinking about the competition and resources within the firm and not enough time on the customer-the soul of any organization. Such an approach is reflected in the fact that most popular theories of business strategy have focused on resource- and capability-based perspectives of the firm. Real-world businesses embracing and applying these intuitively attractive theories have struggled to compete, however, exactly because those theories fail to adequately account for the most important actor in all commercial transactions: the customer. In The Soul of Strategy, two veteran strategists and academics deliver a straightforward new approach to business strategy-one that builds and expands on the classic work of Peter Drucker-recognizing the inescapable reality, faced by every organization, that a firm's primary job is to create and keep customers. The book offers a comprehensive customer-centric strategy framework, a set of fresh perspectives and tools, and step-by-step guides to implementing the leadership styles, governance structures, and technology that companies require to outcompete their rivals in attracting and retaining customers. The book brings to life these key principles by using case studies and examples of organizations in a variety of industries. You'll find: <ul> <li>A clear description of the concept of customer centricity and its value to the organization.</li> <li>A new consumer behavior framework that will enable you to ask the right questions to elicit unique, actionable customer insights</li> <li>A "Customer Choice Cascade" that details how to select, prioritize, and deliver value for both customers and the firm.</li> <li>A balanced perspective on how to both find sources of innovation and systematically abandon activities, products, structures and systems that no longer add value to customers.</li> <li>The key role that customer insight data play in setting customer-centered strategy.</li> <li>Expansions on Drucker's proven strategic insights and ideas that go beyond well-worn frameworks like Porter's Five Forces.</li> </ul> Perfect for managers, executives, board members, and other business leaders, The Soul of Strategy is also a can't-miss resource for strategy consultants and advisors and anyone else interested in effective new ways of thinking about difficult and long-standing strategic problems.

Building Customer Centric Organizations

The Soul of Strategy

Global Health Diplomacy

There has been an increasing movement to place results at the heart of the agenda for social investments and development. Though development has a compelling value proposition a year of life can often be saved for a few hundred dollars there is skepticism to its ability to measure and manage programs for results. It is this skepticism which is at the heart of debates on the future of development. Managing Development for Results describes the results agenda in development, measurement and management approaches, and challenges on the ground. It is an easily accessible book which provides a comprehensive view on the innovative approach used to demonstrate compelling development results. The first section of the book covers the history and key components of the results agenda. The second section assesses how this is put into practice with innovative examples from global initiatives, foundations, civil society, private sector and country case studies. Finally, the book assesses the future role of the results-based agenda for a wide variety of development actors. It argues that results provide a "common currency" to coordinate and focus increasingly diverse partners on the core value of development, and communicate this to a wider audience. How results are built into development programs and the future development agenda will be illustrated as well. This book aims to target a wide audience in development, practitioners internationally and locally, management, business and philanthropy and those interested in international relations. It would also aim to appeal to a general audience interested in the future of development and whether it can achieve compelling results.

Managing Development For Results

For the Better

We need leaders who doubt. No playbook exists for the complexity, challenges and choices leaders are dealing with, so why do they - and we - expect certainty? Certainty does not guarantee success or the avoidance of failure. What if leaders can create better results by harnessing doubt effectively? Doubt is complex: it can both paralyze us and propel us forward. In Brilliant Doubt, Jenny Williams challenges how we think about doubt and reveals its power. She examines the role of self-doubt and external doubts - our own and others' - shining a light on how leaders can work with doubt to inform their decision-making, and ultimately to achieve better results. Her insightful and practical approach will change your relationship with doubt forever, and show you how to harness uncertainty to inform decision-making, and ultimately to achieve better results. Jenny Williams (MCC) is a top Executive and Systemic Team Coach who has lectured at Cambridge University on leadership, entrepreneurship and creativity. She has spent thousands of hours working with exceptional clients who doubt, showing them how to leverage the power of doubt as a catalyst for clarity, creativity and confidence.

Doubt is the most undervalued leadership quality, and yet it is more essential than ever before. Jenny Williams makes the compelling case for harnessing doubt – your own and others’ – as a catalyst for clarity, creativity and confidence.

Harnessing uncertainty to lead with impact

Brilliant Doubt

Armstrong's Handbook of Human Resource Management Practice

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