By Michael Armstrong
Armstrong?s guide of Human source administration perform is a vintage textual content for college kids and practitioners of HRM. supplying an entire source for realizing and enforcing HR in terms of the wishes of the company as an entire, it comprises in-depth insurance of the entire key components necessary to the HR function.
content material: Copyright; Contents briefly; desk of contents; aiding assets for teachers and scholars; checklist of Figures; record of Tables; Preface; half I Human source administration; half II Human source administration methods; 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 lucrative humans; half X worker relatives; half XI healthiness, protection and worker future health; half XII HR guidelines, techniques and platforms; Appendices.
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Extra resources for Armstrong's Handbook of Human Resource Management Practice, 11th Edition
Focus on mutuality The importance of mutuality (the belief that management and employees share the same concerns and it is therefore in both their interests to work together) was emphasized by Walton (1985a) as follows: The new HRM model is composed of policies that promote mutuality – mutual goals, mutual influence, mutual respect, mutual rewards, mutual responsibility. The theory is that policies of mutuality will elicit commitment which in turn will yield both better economic performance and greater human development.
The second objective is to provide a sense of direction in an often turbulent environment so that the business needs of the organization and the individual and collective needs of its employees can be met by the development and implementation of coherent and practical HR policies and programmes. In accordance with the resource-based view, the strategic goal will be to ‘create firms which are more intelligent and flexible than their competitors’ (Boxall, 1996) by hiring and developing more talented staff and by extending their skills base.
Mabey et al (1998) followed this up by asserting that ‘the heralded outcomes (of HRM) The Practice of Human Resource Management 15 are almost without exception unrealistically high’. To put the concept of HRM into practice involves strategic integration, developing a coherent and consistent set of employment policies, and gaining commitment. This requires high levels of determination and competence at all levels of management and a strong and effective HR function staffed by business-oriented people.