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This book examines the relationship between competitive strategies and the use of temporary employees.
Temporary employment is on the rise. In uncertain economic times, many businesses view employing temps as a cost-effective strategy to both maximize productivity and foster flexibility. Being noticed and ultimately hired by clients in this increasingly competitive market requires staffing services and temps to perform at new levels of excellence. Working with staffing service firms and temps for over 20 years, Cathy A. Reilly has learned a thing or two about the staffing industry and the bottom line: what temporary employment success looks like to a client. No matter where you are in this three-sided working arrangement, The Temp Factor: The Complete Guide to Temporary Employment for Staffing Services, Clients, and Temps is the most comprehensive and innovative manual on temporary employment you will find. This up-to-date book is written for anyone working within the temporary employment industry, whether you are just starting out or possess years of experience. It provides readers with basic information to build upon, fresh perspectives, and better solutions to meet today's business staffing challenges. The Temp Factor is a valuable resource for temporary employees, clients and staffing services seeking to achieve distinction and a competitive edge.
The underlying theme of this book is that organisations possess a kind of wealth that is not quantified on the balance sheet, but that provides them with a powerful competitiveness.
Russian businesses in the post-Soviet period have been noted for their unusual, sometimes allegedly corrupt, business practices, and for their role in the enrichment of oligarchs. This book, which includes a wide range of case study examples, and which draws on the author’s first-hand experience of running a Russian company, argues that a key to understanding contemporary Russian business is the importance of arbitrage, that is the ability to take advantage of price and cost differentials in different markets. The book argues that the conditions for such arbitrage advantages are often created by businesses which have special links to particular institutions; that arbitrage benefits are not available to all businesses in a sector, thereby providing unfair competitive advantages to some businesses; and that businesses’ overall activities are often distorted by this system. The book includes an analysis of a wide range of different types of arbitrage activities in action.
This book shows how to use an integrated approach to bring business analytics and HR analytics together by presenting a thorough and realistic treatment of the reasons for and challenges of taking an integrated approach.
Job search is and always has been an integral part of people's working lives. Whether one is brand new to the labor market or considered a mature, experienced worker, job seekers are regularly met with new challenges in a variety of organizational settings. Edited by Ute-Christine Klehe and Edwin A.J. van Hooft, The Oxford Handbook of Job Loss and Job Search provides readers with one of the first comprehensive overviews of the latest research and empirical knowledge in the areas of job loss and job search. Multidisciplinary in nature, Klehe, van Hooft, and their contributing authors offer fascinating insight into the diverse theoretical and methodological perspectives from which job loss and job search have been studied, such as psychology, sociology, labor studies, and economics. Discussing the antecedents and consequences of job loss, as well as outside circumstances that may necessitate a more rigorous job hunt, this Handbook presents in-depth and up-to-date knowledge on the methods and processes of this important time in one's life. Further, it examines the unique circumstances faced by different populations during their job search, such as those working job-to-job, the unemployed, mature job seekers, international job seekers, and temporary employed workers. Job loss and unemployment are among the worst stressors individuals can encounter during their lifetimes. As a result, this Handbook concludes with a discussion of the various types of interventions developed to aid the unemployed. Further, it offers readers important insights and identifies best practices for both scholars and practitioners working in the areas of job loss, unemployment, career transitions, outplacement, and job search.
Over the past two decades the use of flexible employment relations has increased in most developed countries. The growth of temporary agency work constitutes a significant component of this development. Organizations are now facing the challenges of managing a ‘blended workforce’, i.e. a workforce consisting of both direct hires and contractors. At a time when Europe, as well as the rest of the world, is facing enhanced global competition and a severe labor market crisis, an understanding of temporary employment practices becomes all the more acute. With the evolution of the use of agency work in the Western world over the past decade, the chapters in this volume show how a focus on the management and organization of temporary agency work can be helpful to see possibilities and pitfalls for the use of temporary employment in the wake of changed employment practices and challenges to labor market stability and welfare structures. Together, the new case studies presented in this volume provide a wide scope of analysis of the organization and management of temporary agency work, offering a much-needed contribution to the discussion of issues and priorities that guide and shape organizational practices today. Its particular uniqueness lies in the empirical richness and variety of local case studies and the way in which these are related to wider policy aims, ideological shifts, and the dynamics of organizational practice, with a particular focus on the organization and management of ‘blended workforces’.
Partly based on a survey of 33 companies.
Building on evergreen principles, concepts, and strategies of performance and rewards management, the second edition of Rewarding Performance is a clear guide to how strategies must be adjusted to align with new realities, and programs revised to ensure their effectiveness. Appendices dealing with the important and increased reliance on evidence-based management have been added, to provide insights into how evidence can be applied in performance and rewards management. Another major development addressed in the second edition is the rise of the "gig economy," which has challenged organizations to brand themselves as employers of choice. This new edition answers the challenge by considering the impact of this trend on performance and rewards management throughout the book, and expanding the content related to managing non-employees. The second edition also includes a new appendix, providing a fundamental grounding in the use of statistics relevant to performance and rewards management. A chapter on contractors has been added and material on cognitive bias explores why managing people must be understood as different from managing quantitative measures. Updated figures and PowerPoint presentations make the new edition of Rewarding Performance an essential resource for instructors and students of human resource management.