Armstrong's Handbook of Management and Leadership -- Contents -- List of Figures -- List of Tables -- Foreword -- Part One: Leading, Managing and Developing Fundamentals -- Chapter 1: Leading people -- Introduction -- Leadership defined -- Leadership theories -- Trait theory -- Leadership behaviour studies -- Contingent leadership -- Situational leadership -- The path-goal model -- Leader-member exchange theory -- Leaders/followers theory -- Leadership and emotional intelligence -- Leadership brand -- The problem with leadership theories -- What leaders do -- Leadership styles -- Types of leaders -- Charismatic leaders -- Visionary leaders -- Transformational leaders -- Transactional leaders -- Authentic leaders -- The reality of leadership -- The qualities of a good leader -- Leadership development -- Effective leaders -- Key learning points -- References -- Questions -- Chapter 2: Managing people -- Introduction -- Management defined -- Purpose of management -- The role of the manager -- Strategic management -- Strategy -- Core competencies and distinctive capabilities -- The resource-based view -- Strategic fit -- Strategic capability -- Leadership and management compared -- Key learning points -- References -- Questions -- Chapter 3: Developing people -- Introduction -- Learning and development defined -- Learning -- Development -- Training -- Comparison of learning and training -- Experiential learning -- Self-directed learning -- E-learning -- Coaching -- Mentoring -- Personal development planning -- Formal training and instruction -- Leadership and management development -- Blended learning -- Key learning points -- References -- Questions -- Part Two: Approaches to HRM and L&D -- Chapter 4: The concept of human resource management -- Introduction -- The background to HRM -- Welfare -- Labour management.

Personnel management, the developing phase -- Personnel management, the mature phase -- Enter HRM -- The development of the HRM concept -- Characteristics of HRM as described during this development period -- The goals of HRM -- The emergence of the concept of strategic human resource management -- Earlier reservations about HRM -- HRM is unrealistic -- The immorality of HRM -- Comments on the reservations -- HRM today -- Conclusions -- Key learning points -- References -- Questions -- Chapter 5: Delivering HRM -- Introduction -- HR architecture -- The HR system -- HR practices -- Organization design -- Organization development -- Job design -- People resourcing -- Workforce planning -- Attracting people to the organization -- Recruitment and selection -- Retention planning -- Talent management -- Learning and development -- Performance management -- Reward management -- Managing the employment relationship -- Employee relations -- The HR delivery model -- Key learning points -- References -- Questions -- Chapter 6: The role and organization of the HR and L&D functions -- Introduction -- The role of HR -- HR activities -- The organization of the HR function -- The three-legged stool model -- Evaluating the HR function -- The HR role of line managers -- The role, purpose and organization of the L&D function -- Purpose and aims of the L&D function -- The approach to L&D -- What L&D practitioners do -- The relationship between HRM and L&D -- Key learning points -- References -- Questions -- Chapter 7: The contribution of HRM and L&D in different types of organization -- Introduction -- The overall contribution of HR -- The contribution of learning and development -- The impact of HRM on Performance -- The problem of establishing how HRM makes an impact -- Causal ambiguity -- Contingency factors -- The black box phenomenon.

Explanations of how HRM makes an impact -- HRM in different contexts -- The contribution of HRM in the public sector -- Definition of the public sector -- Considerations affecting the public sector -- Characteristics of the public sector -- The HR function in the public sector -- Challenges to the HR function in the public sector -- What HR can contribute in the public sector -- The contribution of HRM in the voluntary sector -- Voluntary sector issues -- Managing people with particular values and beliefs -- Governance issues -- Funding and regulatory pressures -- The role of HR in the voluntary sector -- What HR can contribute in the voluntary sector -- The contribution of HRM in SMEs -- HR issues in SMEs -- The HR contribution in SMEs -- International HRM -- Issues in international HRM -- Globalization -- Cultural differences -- Convergence and divergence -- Global HR policies and practices -- Managing expatriates -- Contribution of HR to international management -- Key learning points -- References -- Questions -- Chapter 8: The professional and ethical approach to HRM and L&D -- Introduction -- Professionalism -- Codes of professional conduct -- Professional ethical standards -- Organizational codes of practice (ethics policies) -- Aims -- Examples -- Reservations about codes of ethics -- The meaning and nature of ethics -- The nature of ethical decisions and judgements -- Ethical theories -- Deontological theory -- Utilitarianism -- Stakeholder theory -- Discourse ethics -- Ethical concepts -- Equity -- Justice -- Social justice -- Natural justice -- Procedural justice -- Distributive justice -- Fair dealing -- The ethical dimension of HRM -- HRM ethical guidelines -- General guidelines -- Organization development -- Recruitment and selection -- Learning and development -- Performance management -- Reward management -- Employee relations.

Employment practices -- Ethical dilemmas -- Ethical dilemma situations -- Resolving ethical dilemmas -- Managing within the expectations of the law -- Key learning points -- References -- Questions -- Part Three: People management processes -- Chapter 9: Employee engagement -- Introduction -- The meaning of employee engagement -- Job engagement -- Organizational engagement -- Analytical definitions -- Engagement defined -- The theory of engagement -- Components of engagement -- Facets of engagement -- A theory of engagement -- Discretionary behaviour -- Drivers of employee engagement -- Outcomes of engagement -- Enhancing overall employee engagement -- Enhancing job engagement -- Job design -- The work environment -- Learning and development programmes -- Line managers -- Developing engagement through reward -- Enhancing organizational engagement -- High-involvement management -- Measuring engagement -- Key learning points -- References -- Questions -- Chapter 10: Motivation -- Introduction -- The meaning of motivation -- Types of motivation -- The process of motivation -- Content (needs) theory -- Expectancy theory -- Motivation theories -- Critical evaluation of motivation theories -- Instrumentality -- Reinforcement -- Content/needs theory -- Herzberg's two-factor model -- Expectancy theory -- Goal theory -- Equity theory -- Conclusions -- Motivation strategies -- Key learning points -- References -- Questions -- Chapter 11: Commitment -- Introduction -- The meaning of organizational commitment -- The importance of commitment -- Commitment and engagement -- Problems with the concept of commitment -- The imprecise nature of the term -- Unitary frame of reference -- Commitment and flexibility -- Factors affecting commitment -- Developing a commitment strategy -- Key learning points -- References -- Questions -- Chapter 12: Change management.

Introduction -- Types of change -- Transformational change -- Strategic change -- Operational change -- The change process -- Change models -- Lewin -- Beckhard -- Thurley -- Bandura -- Beer, Eisenstat and Spector -- Resistance to change -- Reasons for resisting change -- Overcoming resistance to change -- Implementing change -- The role of change agents -- The role of HR in leading and facilitating change -- Leading change -- Facilitating change -- Guidelines for change management -- Key learning points -- References -- Questions -- Chapter 13: Flexible working -- Introduction -- Forms of operational flexibility -- Multi-skilling -- The flexible firm -- Creating the flexible firm -- Critical evaluation of the flexible firm concept -- Job sharing -- Homeworking -- Teleworking -- Flexible hours arrangements -- Overtime and shift arrangements -- Developing a flexibility strategy -- The role of HR and L&D -- Key learning points -- References -- Questions -- Part Four: Management skills -- Chapter 14: Managing oneself -- Introduction -- Individual differences -- Variations in personal characteristics -- The influence of background and culture -- Differences arising from gender, race or disability -- Influences on behaviour at work -- Dimensions of personality -- The trait concept of personality -- Type theory of personality -- Self-awareness -- Knowing yourself -- Analysis of achievements, skills and knowledge -- Time management -- Analyse your job -- Analyse how you spend your time -- Organize yourself -- Use your diary -- Use a daily organizer -- Personal organizing skills -- Planning -- Prioritizing -- Managing stress -- Symptoms of stress -- Managing stress - what the organization can do -- Managing stress in others - what you can do -- Managing your own stress -- Principles of continuing professional development.

Professional and ethical approaches to self-management at work.