Armstrong's Handbook of Strategic Human Resource Management

by Michael Armstrong

Strategic human resource management has been taken up by academics, consultants and practitioners alike. However, the integration of human resource strategy with overall business strategy is often easier in theory than in practice. Armstrong's Handbook of Strategic Human Resource Management provides a bridge between theory and practice, and offers a guide both to formulating human resource strategies and to implementing them. Fully updated, this edition incorporates the latest thinking, research and practice on strategic Human Resource Management and contains completely revised chapters on HRM, HR strategy, the formulation and implementation of strategy, roles in strategic HRM and strategic reward. This indispensable book includes coverage of international aspects of strategic human resource management. It also reflects important developments in HR strategies linked with those issues that affect HRM on a day-to-day basis, including human capital management, corporate social responsibility, organization development, employee engagement and talent management. Including a new chapter on organizational effectiveness, Armstrong's Strategic Human Resource Management sets out a strategic framework for HRM; a framework for implementing SHRM in action; and a section on HR strategies. Case studies, checklists, practical examples and a strategic HR toolkit make this book an extremely practical resource for all those who are involved in putting complex strategy into practice in order to effect positive and productive change.

Genres: Human Resources

313 pages, Paperback

First published January 1, 2011

About the author

Michael Armstrong is a 30+ year veteran of the shopping centre industry in Australia, but his time hanging about in shopping centres began as a child when his father was appointed as the first Centre Manager of Phoenix Park shopping centre in the seventies, and then in his teens when he ran the family ice-cream shop.

He began his career leasing shops in Perth as a 20-year-old, rising through the leasing ranks to deliver multiple shopping centre projects, eventually rising to lead the retail leasing teams at Jones Lang LaSalle and Mirvac nationally.

He ultimately ran Jones Lang LaSalle’s national shopping centre business and Mirvac’s national shopping centre division prior to becoming a property consultant. Since then, he has leased shopping centres, helped revitalise The Rocks, and represented the government on the new Sydney Fish Markets development.

The Mall is Michael's first novel. He is finalising the follow-up, Siren, for release in late 2025.

He currently works as a Property Consultant.

Reviews

[Mishell · Rating 4 out of 5]

zajímavá učebnice

[J Kromrie · Rating 5 out of 5]

Thanks to the publisher and Netgalley for this eARC.

Michael Armstrong’s "Armstrong's Handbook of Strategic Human Resource Management" stands as a robust resource for HR professionals, business leaders, and organizational strategists seeking to elevate their approach to people management. The book seamlessly integrates theory with practical application, offering a comprehensive guide to aligning human resource strategies with business objectives.

Armstrong does an exceptional job of breaking down strategic HRM into clear, actionable frameworks. Rather than presenting HR as a purely administrative function, the book emphasizes its role as a driver of business success. It covers crucial topics such as talent management, organizational design, employee engagement, and performance optimization—all within a strategic context that highlights their direct impact on business outcomes.

Armstrong is talented with making complex concepts approachable without oversimplifying them. His discussions on HR’s influence in shaping corporate culture, fostering innovation, and adapting to evolving workplace challenges are particularly insightful. The handbook is rich with case studies, models, and best practices that offer both a theoretical foundation and practical guidance for implementation.

Unlike many HR texts that focus solely on operational management, Armstrong positions human resources as a strategic asset. His emphasis on how HR professionals can transition from functional experts to strategic partners is invaluable, making this book essential reading for anyone aiming to integrate HR strategies with overarching business goals.

Moreover, the book remains relevant amid changing workplace dynamics, including digital transformation, globalization, and shifting employee expectations. Armstrong presents best practices while encouraging adaptability, critical thinking, and forward-looking HR leadership.

The handbook is a must-read for HR professionals at any level—both those new to the field or experienced leaders looking to refine their strategic approach. Business executives, organizational consultants, and academics studying HRM will find this book to be a valuable addition to their resources.

Its depth makes it suitable for advanced HR strategy discussions while remaining accessible to those who may be newer to the strategic side of human resource management.

Armstrong’s book is a blueprint for transforming HR into a vital component of business success. Thoughtfully structured, insightful, and highly practical, "Armstrong's Handbook of Strategic Human Resource Management" underscores the power of strategic people management in shaping strong, adaptable, and competitive organizations. Whether you are an HR leader or a business strategist, this book offers a wealth of knowledge that bridges the gap between people management and business performance.

[Alex · Rating 4 out of 5]

Отстойный русский перевод. Приятно, что я могу это понять даже по матчасти

[Darren · Rating 4 out of 5]

Making human resources (HR) into a strategic function, delivered in a practical form with strong reliance on supporting theory, is the objective of this somewhat classic book, now in its sixth edition, transferring everything to a new abbreviation of SHRM (strategic human resource management).

This new revision adds developments in the subject such as human capital management, corporate social responsibility, employee engagement, talent management and corporate development. It does what it promises and provides a fairly comprehensive overview to the subject, yet maybe the book is starting to show its age. It feels like a venerable classic car that needs to be stripped down to its core components and undergo a heavy service to keep it “on the road” for many more years to come.

The book, was a bit of a heavy read. Overly academic at times, uncoordinated or disjointed at other times. Yet the content is still good, make no mistake about that, but it is not as accessible and easily read as it could be. So a bit of a “spring clean” is in order; this is not a bad thing since the book first came out in 1992 and has been steadily changed and amended in the intervening years.

There is no shortage of HR-related books on the market. This still has the capability to be a vital reference companion, yet it is starting to show its age and it would be a shame if its mass of knowledge and guidance would be overlooked by a reader in a hurry because it starts to feel as impenetrable as a foggy night in a dark city.

If you have a need for a book like this, it is still worth checking it out, but prepare yourself for not-quite plain reading along the way. It can be worth the sacrifice and the odd stumble; being forewarned is forearmed.