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The future of human resource management

64 thought leaders explore the critical HR issues of today and tomorrow

Gebonden Engels 2005 9780471677918
Verwachte levertijd ongeveer 8 werkdagen

Samenvatting

Dit unieke boek biedt op het gebied van problemen en trends binnen human resource management een breed scala aan nieuwe en informerende perspectieven van zesenveertig managers, die u aan het denken zullen zetten.

Specificaties

ISBN13:9780471677918
Taal:Engels
Bindwijze:gebonden
Aantal pagina's:424
Verschijningsdatum:16-12-2008

Expertrecensies (1)

The future of human resource management
José Otte | 19 juli 2013
In dit boek bespreken 64 leiders de kritische HR factoren van vandaag en morgen. Het bepalen van kritische factoren is niet makkelijk in deze turbulente tijden. Maar aan de hand genomen door drie HR mensen in hart en nieren moet het lukken.
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Zeer goed Goed Voldoende Matig Slecht

Over Dave Ulrich

Dave Ulrich is hoogleraar Bedrijfskunde aan de University of Michigan. Hij heeft talloze boeken en artikelen gepubliceerd over human resources en organisatie en is als adviseur verbonden aan vele bedrijven. Tot de onderwerpen waarover hij adviseert, behoren leiderschapsontwikkeling, ontwikkeling van organisatiecapaciteiten, snelle implementatie, ontwikkeling van een gemeenschappelijke mentaliteit en vorming van een beleidsplan voor human resources. Vijf beroepsorganisaties hebben hem onderscheiden voor levenslange verdienste en hij is lid van verscheiden redactieraden.

Andere boeken door Dave Ulrich

Inhoudsopgave

Introduction
The future of human resources

Section 1: Understanding and managing people

1. Will there really be a labor shortage?
2. The motivator's dilemma
3. Anticipating change: will there be a labor shortage?
4. Get, keep, grow
5. The new employment relationship versus the mutual investment approach: implications for human resource management

Section 2: Invest in the next generation of human resource professionalism

6. The future human resource professional's career model
7. Human resource education: a career-long commitment
8. Life after outsourcing: lessons learned and the role of human resources as a strategic business partner
9. The four cs of the hr profession: being competent, curious, courageous, and caring about people
10. Differentiation through people - how can hr move beyond business partner?

Section 3: Learn to master and play new roles

11. The chief integrative leader: moving to the next economy's hr leader
12. From business partner to driving business success: the next step in the evolution of hr management
13. Workforce diversity: a global hr topic that has arrived
14. “not just any seat at the table”
15. What distinguishes the outstanding hr executives from the others
16. Evolution and revolution in the twenty-first century: revolutionary new rules for organizations and managing human resources
17. From human resources management to organizational effectiveness

Section 4: Discern, create, and adapt culture to business conditions.

18. Hr as a strategic partner: culture change as a case study
19. Changing mental models: hr's most important task
20. Building a market-focused culture
21. Branding from the inside out: hr's role as brand builder
22. The winning team: a strategic imperative

Section 5: Rethink organizations as capabilities, not structures

23. Workforce strategy: a missing link in hr's future success
24. Connecting strategy and hr: establishing a new logic of partnership
25. What really works? Hr's role in building the 4+2 organization
26. Human resources' new roi: return on intangibles
27. In pursuit of marketplace agility: applying precepts of self-organizing systems to optimize human resource scalability
28. Creating the capability for collaborative entrepreneurship: hr's role in the development of a new organizational form
29. Partner or guardian? Hr's challenge in balancing value and values

Section 6: See hr as a decision science and bring discipline to it

30. Science explodes human capital mythology
31. Human resource accounting, human capital management, and the bottom line
32. Improving human resources' analytical literacy: lessons from moneyball
33. The dual theory of human resource management and business performance: lessons for hr executives
34. Talentship, talent segmentation, and sustainability: a new hr decision science paradigm for a new strategy definition

Section 7: Create mutually collaborative ventures

35. Teamwork: the new emphasis on two-sided accountability
36. Managing cooperatively within organizations
37. Power, the last corporate taboo

Section 8: Responding to social expectations and public policy and the renewed importance of ethics

38. A challenge to hr: building the company's external dimension
39. Leading change: an imperative of leadership
40. When ethics calls the hr helpline

Section 9: Live globally, act locally

41. Global and local balance in human resources leadership
42. Global hr as competitive advantage: are we ready?
43. A new paradigm for hr: dilemmas in employing and managing the resourceful human
44. Counterintuitive findings in international hrm research and practice: when is a best practice not best for practice?
45. Becoming business partners in chinese firms: challenges and opportunities

Conclusion
Reality, impact, and professionalism
Index

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