Michael Armstrong is the UK's bestselling author of HRM books. With over a million copies sold, his books have been translated into 21 languages. Based in London, UK, he is managing partner of E-Reward and was previously a chief examiner of the Chartered Institute of Personnel and Development (CIPD).

Stephen Taylor, Chartered CCIPD, is a senior lecturer in Human Resource Management at the University of Exeter Business School and a chief examiner for the CIPD.

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