The Encyclopedia of Human Resource Management: Thematic Essays

• Publisher: Pfeiffer
• Year: 2012
• Tongue: English
• Leaves: 344
• Category: Library

✦ Synopsis

Human resource management is a vital function of any organization, at the nexus of business practice, psychology, and law. This one-of-a-kind and all-in-one print and online encyclopedia offers access to information on all manner of topics and issues related to the "people" side of business. Volume 3 provides a summary of Employment Law, Labor Relations, and Human Resources Laws and Practices from around the world, key primary documents, and links to citations to law in the natural language of the country. For professionals in human resource management, the Encyclopedia will be a handy reference. For students, researchers, and educators, it will be a first stop on the way to more in-depth research.  For entrepreneurs, managers, and employees, it will serve as an essential introduction and practical guide.Content:
Chapter 1 Best Practices in Leadership Development (pages 1–22): Curtis D. Curry
Chapter 2 Applying Learning and Organization Development Principles to Specific Organizational Contexts (pages 23–33): Shelda Debowski
Chapter 3 Improving the Customer Learning Experience with Web?Interactive Guides (pages 34–42): Kaliym Islam
Chapter 4 Leadership is Going Global (pages 43–53): Rainhart Lang and Irma Rybnikova
Chapter 5 Web 2.0 Applications in Corporate Training (pages 54–65): M.J. Hall and Manuel London
Chapter 6 High?Octane Leadership (pages 66–74): Craig M. McAllaster and Lisa Lobao Junkerman
Chapter 7 The Social Construction of Productive Organizations (pages 75–89): Thomas J. Yannuzzi
Chapter 8 Leadership Versatility (pages 90–97): J. Preston Yarborough and Michael A. Beitler
Chapter 9 Aligning Stakeholder Goals in a Measurement Project (pages 100–111): Boyce Byerly
Chapter 10 Strategic Business Partner Role (pages 112–128): David W. Jamieson, Sue Eklund and Bob Meekin
Chapter 11 Human Resource Metrics (pages 129–136): Tracy H. Porter and Sharon E. Norris
Chapter 12 The Eight Ps of Healthy Workplace Design (pages 137–157): Kimberly S. Scott
Chapter 13 The HR Transition to Strategic Partner (pages 161–172): John Sherlock
Chapter 14 Reorganization of HRM—Past, Present, and Future (pages 173–180): Peter M. Wald and Rainhart Lang
Chapter 15 Workplace Bullying (pages 181–196): Sara Branch, Jane Murray and Sheryl Ramsay
Chapter 16 Myths and Realities in Human Capital Development (pages 197–209): Scott Cody, Wendy Green and Doug Lynch
Chapter 17 Lost Wisdom, Lost ROI (pages 210–225): Edwina R. Haring
Chapter 18 The Role of HR in Fostering Innovation in Organizations (pages 226–237): James M. Higgins
Chapter 19 Overtime Addiction (pages 238–251): Eric C. Jackson and Peg Thoms
Chapter 20 The Convergence and Divergence of HRM across Nations (pages 252–263): Rainhart Lang and Peter M. Wald
Chapter 21 Closing Critical Skills Gaps (pages 264–273): Pamela Loughner
Chapter 22 Employee Engagement and Corporate Social Responsibility (CSR) (pages 274–286): Philip H. Mirvis
Chapter 23 Human Resource Transformation (pages 287–297): Dayle A. Savage
Chapter 24 The Implications of Situational Strength for HRM (pages 298–306): Reeshad Dalal and Rustin Meyer