Download Armstrong's Essential Human Resource Management Practice: A by Michael Armstrong PDF

By Michael Armstrong

This booklet, a whole evaluation of the practices and techniques primary to HR, is written in the event you aren't HR pros yet have to have an intensive knowing of ways to regulate people.  The textual content presents a radical creation to the middle parts of HR together with: humans resourcing, functionality administration, studying and improvement and worthwhile humans. It additionally examines the contribution of HR to organizational goals and pursuits and the way it truly is built-in in the enterprise.

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Extra info for Armstrong's Essential Human Resource Management Practice: A Guide to People Management

Sample text

It’s so demeaning. How many people in marketing or finance have to say they are a partner in the business? Why do we have to think that we’re not an intimate part of the business, just like sales, manufacturing and engineering? ’ Another leading group HR director, Alex Wilson of BT (as reported by Pickard, 2005), is equally hostile. He says: ‘The term worries me to death. HR has to be an integral and fundamental part of developing the strategy of the business. ’ There is also the danger of over-emphasizing the seemingly glamorous role of business or strategic partner at the expense of the service delivery aspect of the HR practitioner’s role.

This concept of ‘emergent strategy’ conveys the essence of how organizations develop their business and HR strategies. Research conducted by Tyson (1997) confirmed that, realistically, strategy: zz has always been emergent and flexible – it is always ‘about to be’, it never exists at the present time; zz is not only realized by formal statements but also comes about by actions and reactions; zz is a description of a future-orientated action which is always directed towards change; zz is conditioned by the management process itself.

The research by MacDuffie (1995) and others has shown that bundling can improve performance. But there are a number of inhibiting factors: zz deciding which bundles are likely to be best: there is no evidence that one bundle is generally better than another; zz actually linking practices together – it is always easier to deal with one practice at a time; zz managing the interdependencies between different parts of a bundle; zz convincing top management and line managers that bundling will benefit the organiza- tion and them.

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