A Short Guide To People Management

There is a plethora of information available for busy HR practitioners but what they really need is a clear, concise and comprehensive analysis of the theory and practice of people management within contemporary organizations. Indeed, much has been written about Human Resource Management and Organizational Behavior, which rigorously explores each scientific field, yet there is a lack of an integrated examination of both fields. The author begins by describing the new world of business and management, which is characterized by continuous change and precarious employment. He examines the individual at work, group behavior, people resourcing, performance and development and the employment relationship and he concludes with a look at organizational change; i.e. the nature of the sorts of changes that take place in companies of all sizes and how the process of organizational development can be managed effectively through people management. This guide provides a thorough examination of the key areas of organizational psychology and people management and offers an easy to digest theory on each topic coupled with the latest empirical evidence. All the core theories of HRM and OB are presented in a methodical and critical manner, appealing to time-starved professionals who wish to acquire a detailed overview of people management rapidly. Throughout the book, several suggestions will be made to managers for ways of applying various HR theories to the workplace. The reader will uncover how to manage people but won’t be offered prescriptions because the best way of managing people depends on the context.

There is a plethora of information available for busy HR practitioners but what they really need is a clear, concise and comprehensive analysis of the theory and practice of people management within contemporary organizations. Indeed, much has been written about Human Resource Management and Organizational Behavior, which rigorously explores each scientific field, yet there is a lack of an integrated examination of both fields. The author begins by describing the new world of business and management, which is characterized by continuous change and precarious employment. He examines the individual at work, group behavior, people resourcing, performance and development and the employment relationship and he concludes with a look at organizational change; i.e. the nature of the sorts of changes that take place in companies of all sizes and how the process of organizational development can be managed effectively through people management. This guide provides a thorough examination of the key areas of organizational psychology and people management and offers an easy to digest theory on each topic coupled with the latest empirical evidence. All the core theories of HRM and OB are presented in a methodical and critical manner, appealing to time-starved professionals who wish to acquire a detailed overview of people management rapidly. Throughout the book, several suggestions will be made to managers for ways of applying various HR theories to the workplace. The reader will uncover how to manage people but won’t be offered prescriptions because the best way of managing people depends on the context.

Armstrong looks at the role and responsibility of the line manager as a personnel manager, covering topics such as employee development, performance management, health and safety issues, and the legal framework.

Many organisations have spent small fortunes to set up risk processes and supporting tools which then fail to deliver the expected value. This is because rational processes don't work well when trying to get groups of people to agree what is risky, why and what to do about it. If you need to make sound decisions in important but risky situations; work with groups to identify, prioritise and respond to risks, deliver value and, along the way, ensure the credibility of the process and the resilience of your organisation, A Short Guide to Facilitating Risk Management is for you. It sets out a very practical approach to how the risk management process can deliver value through effective facilitation. It brings together Ruth Murray-Webster's expertise in the human aspects of risk and risk attitude and Penny Pullan's wide experience of the facilitation of project workshops to cover five main areas: avoiding pitfalls - how to makesure you are better prepared, better able to use your knowledge with groups and better able to avoid unsupported or skewed results; an understanding of risk management - to refresh your own knowledge and provide the basis for knowledge and ideas you can share with your group(s); understanding your role - whether you are a full-time facilitator or a line manager with the need to improve risk management, you'll learn the skills you need and gain an understanding of how best to develop them; tried and tested tips for each step of the risk management process - proven practices showing how you can use the right mix of workshops, small groups and individual work to keep people engaged and get results; running risk workshops - the whole area of making workshops work. This book is illustrated with practical examples from the authors' experience and their findings from interviews and surveys to help you get the best from your groups when they're working together, both face-to-face and virtually.

Today's managers often find themselves thrust into HR-type situations presenting both challenge and opportunity, often struggling to make the right decisions for the business and for the people involved. Managing to Manage provides the essential understanding to cope with the core demands of people management, grounding the advice in clear examples and familiar situations. Split into two parts, the book explains the role of the manager and then demonstrates how to fulfil that role, taking a practical, hands-on approach. It's packed with unique key concepts, which guide the manager through essential skills, while forming a quick reference guide for the rest of their careers. Managing to Manage is a comprehensive, practical guide tackling all challenges of managing people at work.

Armstrong's Essential Human Resource Management Practice provides a complete overview of the practices and processes fundamental to managing people. The text provides a thorough introduction to the core areas of HR including: people resourcing, performance management, learning and development and rewarding people. It also examines the contribution of HR to organizational aims and objectives and how it is integrated within the business. The book is accompanied by online resources for both lecturers and students and adopts an increased focus on employee engagement, a concept which is becoming increasingly prominent in people management, but which is often presented as a mantra without being properly understood; this is examined in detail with reference to recent research. Michael Armstrong's original Handbook of Human Resource Management is the classic text for all those studying HR or who are entering the profession for the first time. In this new title Michael Armstrong provides a condensed text which has been rewritten with the non-HR student or professional in mind, describing and evaluating key HRM concepts such as: HRM itself; strategic HRM; the resource-based view; the choice between best practice and best fit; human capital measurement; motivation theory; emotional intelligence; the flexible firm; the learning organization; and financial rewards. Online supporting resources for this book include lecture slides, an instructor's manual, case examples and a literature review.

A Short Guide to Facilitating Risk Management is for all those who need to make sound decisions in important but risky situations; people who work with groups to identify, prioritize and respond to risks, and who wish to deliver value. The authors provide readable and practical advice in terms of avoiding pitfalls, understanding risk management and the role of facilitator. They include guidance for running workshops, and working with small groups and individuals.

A Global Guide to Human Resource Management is a concise HRM introductory text offering a uniquely non-region-specific approach to people management in international business organisations. The book presents an alternative to standard managerial approaches, reflecting the perspectives of multiple stakeholders (workers, trade unions, states and governments, NGOs) to critically evaluate HRM in practice and, in so doing, enables students to make effective decisions in their own practice, wherever their careers take them. Its accessibility and concision make it well suited to short courses for non-HRM and non-business specialists. This text covers all major introductory topics for non-specialists, introducing the concept and purpose of HRM, through recruitment, people, skills, designing work, promoting health, rewarding success, and successful and ethical people management. This edition includes a new chapter on green HRM. Rich with pedagogical features, the book includes five case studies per chapter to connect theory with practice. It is also supported with a range of instructor materials including online guest lectures, general discussion questions, a glossary, an index, and online documentaries that explain how to manage people. It is essential reading for students interested in Human Resources and Personnel Management, Organisational Behaviour and Development and Workplace Culture.