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  • Produktbild: The Future of Human Resource Management
  • Produktbild: The Future of Human Resource Management

The Future of Human Resource Management 64 Thought Leaders Explore the Critical HR Issues of Today and Tomorrow

49,99 €

inkl. gesetzl. MwSt., Versandkostenfrei

Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

02.05.2005

Herausgeber

Mike Losey + weitere

Verlag

John Wiley & Sons

Seitenzahl

448

Maße (L/B/H)

23,5/15,7/2,9 cm

Gewicht

800 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-0-471-67791-8

Beschreibung

Rezension

"...this book is ideal for the busy practitioner and the book-weary student alike...a one-stop study guide to the most up-to-date HR thinking..." ( Personnel Today , 25 th October 2005)
"...This book provides a thought-provoking skim across the surface of HR..." ( Public Servant , 29 July 2005)

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

02.05.2005

Herausgeber

Verlag

John Wiley & Sons

Seitenzahl

448

Maße (L/B/H)

23,5/15,7/2,9 cm

Gewicht

800 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-0-471-67791-8

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: GPSR Kontakt

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  • Produktbild: The Future of Human Resource Management
  • Produktbild: The Future of Human Resource Management
  • Introduction.
    The Future of Human Resources ( Michael R. Losey, Sue Meisinger, and Dave Ulrich ).

    Section I: Understanding and Managing People.

    Chapter 1: Will There Really Be a Labor Shortage? ( Peter Cappelli ).

    Chapter 2: The Motivator's Dilemma ( James G. Clawson and Douglas S. Newburg ).

    Chapter 3: Anticipating Change: Will There Be a Labor Shortage? ( Michael R. Losey ).

    Chapter 4: Get, Keep, Grow ( Coleman Peterson ).

    Chapter 5: The New Employment Relationship versus the Mutual Investment Approach: Implications for Human Resource Management ( Anne S. Tsui and Joshua B. Wu ).

    Section II: Invest in the Next Generation of Human Resource Professionalism.

    Chapter 6: The Future Human Resource Professional's Career Model ( Kathleen Barclay and Thomas Thivierge ).

    Chapter 7: Human Resource Education: A Career-Long Commitment ( Debra J. Cohen ).

    Chapter 8: Life after Outsourcing: Lessons Learned and the Role of Human Resources as a Strategic Business Partner ( Mirian M. Graddick-Weir ).

    Chapter 9: The Four Cs of the HR Profession: Being Competent, Curious, Courageous, and Caring about People ( Susan R. Meisinger ).

    Chapter 10: Differentiation through People-How Can HR Move beyond Business Partner? ( Geof f Armstrong ).

    Section III: Learn to Master and Play New Roles.

    Chapter 11: The Chief Integrative Leader: Moving to the Next Economy's HR Leader ( Bruce J. Avolio ).

    Chapter 12: From Business Partner to Driving Business Success: The Next Step in the Evolution of HR Management ( Wayne F. Cascio ).

    Chapter 13: Workforce Diversity: A Global HR Topic That Has Arrived ( J. T. (Ted) Childs Jr. ).

    Chapter 14: "Not Just Any Seat at the Table" ( Steve Darien ).

    Chapter 15: What Distinguishes the Outstanding HR Executives from the Others ( Bruce Ellig ).

    Chapter 16: Evolution and Revolution in the Twenty-First Century: Revolutionary New Rules for Organizations and Managing Human Resources ( Russ Roberts and Paul Hirsch ).

    Chapter 17: From Human Resources Management to Organizational Effectiveness ( Edward E. Lawler III ).

    Section IV: Discern, Create, and Adapt Culture to Business Conditions.

    Chapter 18: HR as a Strategic Partner: Culture Change as a Case Study ( Ursula F. Fairbairn ).

    Chapter 19: Changing Mental Models: HR's Most Important Task ( Jeffrey Pfeffer ).

    Chapter 20: Building a Market-Focused Culture ( Hayagreeva Rao and Robert D. Dewar ).

    Chapter 21: Branding from the Inside Out: HR's Role as Brand Builder ( Libby Sartain ).

    Chapter 22: The Winning Team: A Strategic Imperative ( Lea Soupata ).

    Section V: Rethink Organizations as Capabilities, Not Structures.

    Chapter 23: Workforce Strategy: A Missing Link in HR's Future Success ( Richard W. Beatty and Craig Eric Schneier ).

    Chapter 24: Connecting Strategy and HR: Establishing a New Logic of Partnership ( Gordon Hewitt ).

    Chapter 25: What Really Works? HR's Role in Building the 4+2 Organization ( William Joyce, Nitin Nohria, and Bruce Roberson ).

    Chapter 26: Human Resources' New ROI: Return on Intangibles ( Dave Ulrich and Norm Smallwood ).

    Chapter 27: In Pursuit of Marketplace Agility: Applying Precepts of Self-Organizing Systems to Optimize Human Resource Scalability ( Lee Dyer and Jeff Ericksen ).

    Chapter 28: Creating the Capability for Collaborative Entrepreneurship: HR's Role in the Development of a New Organizational Form ( Raymond E. Miles, Grant Miles, and Charles C. Snow ).

    Chapter 29: Partner or Guardian? HR's Challenge in Balancing Value and Values ( Patrick M. Wright and Scott A. Snell ).

    Section VI: See HR as a Decision Science and Bring Discipline to It.

    Chapter 30: Science Explodes Human Capital Mythology ( Jac Fitz-enz ).

    Chapter 31: Human Resource Accounting, Human Capital Management, and the Bottom Line ( Eric G. Flamholtz ).

    Chapter 32: Improving Human Resources' Analytical Literacy: Lessons from Moneyball ( Mark A. Huselid and Brian E. Becker ).