By Michael Armstrong
Pt. 1. best, handling and constructing basics. best humans --
Managing humans --
Developing humans --
pt. 2. methods to HRM and L&D. the concept that of human source administration --
Delivering HRM --
The position and association of the HR and L&D capabilities --
The contribution of HRM and L&D in numerous varieties of association --
The expert and moral method of HRM and L&D --
pt. three. humans administration techniques. worker engagement --
Change administration --
Flexible operating --
pt. four. administration abilities. dealing with oneself --
Managing interpersonal relationships at paintings --
Influencing humans --
People administration abilities --
Problem fixing and determination making --
Analytical, serious and consultancy talents --
Information dealing with talents --
Business and monetary talents --
Postgraduate learn talents.
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Additional info for Armstrong's handbook of management and leadership : developing effective people skills for better leadership and management
Indb 36 12/1/2011 11:20:08 AM Developing people 37 it is most needed (just in time as distinct from just in case) and when it is most convenient. Learning can be provided in short segments or bites which focus on specific learning objectives. It is ‘learner centric’ in that it can be customized to suit an individual’s learning needs – learners can choose different learning objects within an overall package. The main potential drawbacks are the degree of access to computers, the need for a reasonable degree of literacy, the need for learners to be self-motivated, and the time and effort required to develop and update e-learning programmes.
During this period the concept of strategic human resource management (SHRM) was explored in depth. The importance of a considered approach to performance management and reward management emerged. So did competency-based HRM, which uses the notion of competency (an underlying characteristic of a person that results in effective or superior performance) and the results of competency analysis to inform and improve the processes of performance management, recruitment and selection, employee development and employee reward.
The goals of HRM Views about the goals of HRM were expressed by a number of commentators in the 1980s and 1990s. ).
Armstrong's handbook of management and leadership : developing effective people skills for better leadership and management by Michael Armstrong