Michael Armstrong is the UK's bestselling author of Human Resource Management books including Armstrong's Handbook of Human Resource Management Practice, Armstrong's Handbook of Strategic Human Resource Management, Armstrong's Handbook of Reward Management Practice and Armstrong's Handbook of Performance Management and several other titles published by Kogan Page. His books have sold over a million copies and have been translated into twenty-one languages.

Michael Armstrong is a Companion and former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD), a managing partner of E-Reward and an independent management consultant. Prior to this he was an HR director of a publishing company. He is based in London, UK.

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: Competency-based 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: Motivation; 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: Talent Management; Section - EIGHT: Employment practices; Chapter - 29: The employee experience; Chapter - 30: Managing empployment; Chapter - 31: Managing diversity and inclusion; Chapter - 32: Managing flexibility; Chapter - 33: Managing home and hybrid working; Section - NINE: Learning and development; Chapter - 34: The basis of learning and development; Chapter - 35: Strategic learning and development; Chapter - 36: Organisational learning and the learning organization; Chapter - 37: Individual learning; Chapter - 38: The practice of learning and development; Chapter - 39: The practice of learnign and development; Chapter - 40: Leadership and management development; Section - TEN: Performance management; Chapter - 41: The basis of performance management; Chapter - 42: Performance management; Chapter - 43: Performance leadership; Section - ELEVEN: Reward management; Chapter - 44: The bases of reward management; Chapter - 45: Reward strategy; Chapter - 46: The practice of reward management; Chapter - 47: Managing reward for special groups; Chapter - 48: Reducing the gender pay gap; Section - TWELVE: Employment relations; Chapter - 49: The basis of employment relations; Chapter - 50: Employment relations strategy; Chapter - 51: The employment relationship; Chapter - 52: The psychological contract; Chapter - 53: The practice of industrial relations; Chapter - 54: Employee voice; Chapter - 55: Employee communications; Section - THIRTEEN: Employee wellbeing; Chapter - 56: Principles and practice of employee wellbeing; Chapter - 57: Health and Safety; Section - FOURTEEN: HR practices; Chapter - 58: HR policies; Chapter - 59: HR procedures; Chapter - 60: Dealing with the legal aspects of employment; Section - FIFTEEN: International HRM; Chapter - 61: The basis of international HRM; Chapter - 62: The practice of international HRM; Chapter - 63: Managing expatriates; Section - SIXTEEN: People management skills and competencies; Chapter - 64: Strategic people management skills; Chapter - 65: Business skills; Chapter - 66: Dealing with business issues from an HR perspective; Chapter - 67: Problem-solving and decision-making; Chapter - 68: Analytical and critical skills; Chapter - 69: Research skills; Chapter - 70: Statistical skills; Chapter - 71: Selection interviewing skills; Chapter - 72: Job, role and skills analysis and competency modelling; Chapter - 73: Learning and development skills; Chapter - 74: Negotiating skills; Chapter - 75: Change management; Chapter - 76: Influencing skills; Chapter - 77: Leadership; Chapter - 78: Handling people problems; Chapter - 79: Handling challenging conversations; Chapter - 80: Managing conflict; Chapter - 81: Political skills; Chapter - 82: Project management; Section - SEVENTEEN: Conclusion; Chapter - 83: Trends in HRM