The most important asset : valuing human capital / Robert J. Greene.
"The principles of sound human resource management are generally undiferstood, 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...
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Full Text (via Taylor & Francis) |
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| Format: | eBook |
| Language: | English |
| Published: |
London :
Routledge, Taylor & Francis Group,
2018.
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| Subjects: |
MARC
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| 100 | 1 | |a Greene, Robert J., |e author. |0 http://id.loc.gov/authorities/names/no2017003784. | |
| 245 | 1 | 4 | |a The most important asset : |b valuing human capital / |c Robert J. Greene. |
| 264 | 1 | |a London : |b Routledge, Taylor & Francis Group, |c 2018. | |
| 300 | |a 1 online resource. | ||
| 336 | |a text |b txt |2 rdacontent. | ||
| 337 | |a computer |b c |2 rdamedia. | ||
| 338 | |a online resource |b cr |2 rdacarrier. | ||
| 504 | |a Includes bibliographical references. | ||
| 505 | 0 | 0 | |t Chapter 1 Preparing for the real world / |r Robert J. Greene -- |t chapter 2 Entering the real world / |r Robert J. Greene -- |t chapter 3 Making sense of the real world / |r Robert J. Greene -- |t chapter 4 Assessing organizational context / |r Robert J. Greene -- |t chapter 5 Facing a down economy / |r Robert J. Greene -- |t chapter 6 Evaluating alternative HR strategies / |r Robert J. Greene -- |t chapter 7 Learning from others / |r Robert J. Greene -- |t chapter 8 Expanding horizons / |r Robert J. Greene -- |t chapter 9 You win some, you lose some / |r Robert J. Greene -- |t chapter 10 Considering new career frontiers / |r Robert J. Greene -- |t chapter 11 Life in the (not so?) real world / |r Robert J. Greene -- |t chapter 12 Stepping into new roles / |r Robert J. Greene -- |t chapter 13 New challenges in new roles / |r Robert J. Greene -- |t chapter 14 Learning the value of applied research / |r Robert J. Greene -- |t chapter 15 Recognizing that HR is everyone's job / |r Robert J. Greene -- |t chapter 16 The five-year reunion / |r Robert J. Greene -- |t chapter 17 Want to trade jobs? / |r Robert J. Greene -- |t chapter 18 Educating students and practitioners / |r Robert J. Greene -- |t chapter 19 The "doing HR better" dialogue / |r Robert J. Greene -- |t chapter 20 Transformation at the not-for-profit / |r Robert J. Greene -- |t chapter 21 Opportunity knocks / |r Robert J. Greene -- |t chapter 22 Work-life balance becomes a focus / |r Robert J. Greene -- |t chapter 23 Staffing the multinational / |r Robert J. Greene -- |t chapter 24 Let's buy something / |r Robert J. Greene -- |t chapter 25 Friends and colleagues join the multinational / |r Robert J. Greene -- |t chapter 26 The merger materializes / |r Robert J. Greene -- |t chapter 27 Improving HR service levels and productivity / |r Robert J. Greene -- |t chapter 28 You can look too good / |r Robert J. Greene -- |t chapter 29 Reconciling research and practice / |r Robert J. Greene -- |t chapter 30 The ten-year reunion / |r Robert J. Greene -- |t chapter 31 Let's be strategic / |r Robert J. Greene -- |t chapter 32 Motivating and rewarding sales personnel / |r Robert J. Greene -- |t chapter 33 Defining core capabilities / |r Robert J. Greene -- |t chapter 34 Evaluating executive compensation strategy / |r Robert J. Greene -- |t chapter 35 Formulating a global workforce strategy / |r Robert J. Greene -- |t chapter 36 Focusing the professional practice / |r Robert J. Greene -- |t chapter 37 Compensation -- |t Can it be a satisfier? / |r Robert J. Greene -- |t chapter 38 Reflections on careers / |r Robert J. Greene -- |t chapter 39 The twentieth reunion / |r Robert J. Greene. |
| 520 | |a "The principles of sound human resource management are generally undiferstood, 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 readifer 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."--Provided by publisher. | ||
| 588 | 0 | |a Online resource; title from PDF title page (EBSCO, viewed October 27, 2017) | |
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