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Most Important Asset: Valuing Human Capital [Mīkstie vāki]

(DePaul University, USA)
  • Formāts: Paperback / softback, 320 pages, height x width: 234x156 mm, weight: 449 g, 28 Illustrations, black and white
  • Izdošanas datums: 30-Jun-2021
  • Izdevniecība: Routledge
  • ISBN-10: 1032096195
  • ISBN-13: 9781032096193
Citas grāmatas par šo tēmu:
  • Mīkstie vāki
  • Cena: 46,90 €
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Most Important Asset: Valuing Human CapitalPalielināt
  • Formāts: Paperback / softback, 320 pages, height x width: 234x156 mm, weight: 449 g, 28 Illustrations, black and white
  • Izdošanas datums: 30-Jun-2021
  • Izdevniecība: Routledge
  • ISBN-10: 1032096195
  • ISBN-13: 9781032096193
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9781032096193.html
Keywords:

The principles of sound human resource management are generally understood, but too often practitioners believe the same policies and programs will work in all contexts. The effectiveness of any system is highly dependent on the context within which it must function. And due to globalization and increased workforce diversity, the contexts across and even within organizations have become more varied.



The Most Important Asset

is a story about new graduates entering the human resources field, encountering and dealing with workforce management challenges and issues and developing their own professional competence through experience. Principles are presented and alternative solutions to problems are explored, providing the reader with a roadmap for analyzing situations and making decisions as to how to act. Placing the characters in different types of organizations provides insights into how different contexts call for different strategies. Alternative strategies for staffing an organization, developing its people, defining, measuring and rewarding performance are used to illustrate how what is done should be compatible with the mission, culture, organizational strategy, and internal and external realities.



The book provides examples of how important effective HRM can be in facilitating organizational success and demonstrates that without its workforce all of an organization’s other assets are inert and useless. These messages are communicated using real life scenarios, to make the situations realistic and to engage the reader in contemplating

Recenzijas

'A welcome approach to assisting practitioners and managers in the application of human capital theories in the real-world workplace. The story telling approach allows the reader to visualize familiar challenges and situations and alternative approaches to decision making. This book is a welcome asset for anyone involved in human capital planning and development.' Peter Ronza, CCP, SPHR, President, Pontifex Consulting Group

'Provides a useful comprehensive guide to managing HR-related workforce issues in multiple situations.' Robert J. Butler, CCP, SPHR, RJ Butler Associates Inc., Consulting Principal

'A very engaging tale of three budding professionals coming to terms with the application of relative well known concepts to an ever changing Societies.' John S Maxwell, Chairman & CEO of iHRME Inc. and Principal Consultant of Capita-Global FZE

'Bob Greene has had a full (continuing) career as an HR consultant, practitioner, scholar and professor. He is respected globally for each of those roles. This book is remarkable for how he weaves difficult ideas in effortless prose by telling a story about a group of practitioners coming to grips with the real world implementation of ideas more commonly found in textbooks. Eminently readable, thoughtful and, believe it or not, entertaining.' William Seithel, Seithel Human Resources Consulting, Ltd

1 Preparing for the real world
New graduates prepare themselves for their transition into the business
world.
2 Entering the real world
The characters find employment in different types of organizations.
3 Making sense of the real world
The differences between their organizations cause the characters to struggle
with how differences impact the effectiveness of workforce management
strategies.
4 Assessing organizational context
The impact of the characteristics of the different contexts on policies and
programs are assessed and ways to accommodate differences are explored.
5 Facing a down economy
Changing economic conditions impact organizations differently and ways to
operate effectively under the new conditions are sought.
6 Evaluating alternative HR strategies
The different organizations attempt to find strategies that enable them to
cope effectively with environmental realities.
7 Learning from others
The characters attend a professional association conference and attempt to
find answers for their own organizations to pressing issues.
8 Expanding horizons
Annette begins facing global workforce management issues and attempts to find
ways to deal with issues raised by operating with a culturally diverse
workforce.
9 You win some, you lose some
Don struggles with convincing the senior management team at the utility that
changes are needed, meeting with limited success.
10 Considering new career frontiers
Rob begins a transition into the academic world and Don continues to be
frustrated in selling what he believes to be the right path.
11 Life in the (not so?) real world
Rob finds his world to have transformed as he attempts to find how the
findings of research can be reconciled with the practices common in
Robert J. Greene, Ph.D., is CEO of Reward Systems, Inc. and faculty for DePaul University, USA. He has over 40 years of industry, consulting and teaching experience. He is author of over 100 articles/book chapters, including Rewarding Performance: Guiding Principles; Custom Strategies and Rewarding Performance Globally: Reconciling the GlobalLocal Dilemma. Robert was the first recipient of the Keystone Award for achieving the highest level of excellence in the human resources field.