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Packed with practical information and offering a solid foundation in HRM theory, Human Resource Management for MBA and Business Masters covers all the topics MBA students need to know in a concise, accessible way. One of the only texts available for HR non-specialist students doing a Masters or MBA, it looks at the changing world of the line manager and HR professional with regard to key topics such as HRM and strategy, employee resourcing, human resource development, employee relations and performance management. Annotated further reading for each chapter and questions for each case study help cement knowledge and understanding. Now aimed at a wider readership of management Masters students, this fully updated 3rd edition of Human Resource Management for MBA and Business Masters features a greater international and contemporary focus, fresh case studies, coverage of the impact of new forms of employment and technology on HR, and updated online supporting resources. With diagrams and models throughout, it covers topics such as CSR, organizational culture and change, performance management and talent management, the criticisms of HRM levelled by the Critical Management School and different HRM challenges as they relate to each chapter. Online supporting resources for tutors include an instructor's manual, videos, multiple-choice questions and additional case studies; additional resources for students include multiple-choice questions and additional case studies.
This text clearly recognises what an MBA student looks like, what interest they have in the subject of HRM and what their needs are. The book strikes the right balance between practical information and theoretical foundations. The book fits easily within a 12-week semester. The primary market is still MBA students who are taking their first course in HRM. Over 100 institutions offer MBAs in the UK and almost all MBAs have a compulsory HRM module.
Offers a thematic approach to International Human Resource Management with comprehensive coverage of the subject. This text is intended for various undergraduates or postgraduates module in this area, or for the CIPD module in International Personnel and Development.
International Human Resource Management is a core text for undergraduate, specialist Master's and MBA students taking a module in international or comparative human resource management. It provides and introduction to both the theory and practice of managing HR in an international context. It discusses the development of mainstream HRM and analyses the significance of the international contexts, processes and issues pertaining to the effective employment of people in different geographical locations. The book is underpinned by a clear analytical framework of key aspects of international HRM and contains some contributed chapters from experts in the field.
Leading, Managing and Developing People is critical reading for all those studying the CIPD Level 7 Advanced module in Leading, Managing and Developing People as well as all HR and L&D practitioners. It provides extensive coverage of the aims, objectives and contribution of HRM such as the scope and nature of human resources, HR's role when organisations grow and how to ensure professionalism and ethical behaviour when managing people. This book also includes discussion of major contemporary themes in leading, managing and developing people including leadership development, flexibility, agile working and the psychological contract. This ensures that readers are fully prepared to lead, manage and develop staff in the new world of work. With rigorous academic underpinning and clear theoretical exploration, Leading, Managing and Developing People also includes practical advice on key activities including recruitment, job design, performance management, motivation and reward. Supported by online resources including an instructor's manual, lecture slides, international case studies, example essay questions and annotated web links, this is an indispensable guide for both students and practitioners.
A critical guide to the key principles, methods, implications and benefits of competence-based techniques and vocational qualifications. Part One examines the purpose and use of the different competence-based systems while Part Two gives practical information on implementation. Developments in competence-based assessment outside the UK is also covered. Case studies and checklists are included.
This manual is a textbook for the Junior Reserve Officers Training Corps course entitled "Introduction to Leadership Development." Part One of the manual explains the Reserve Officer Training Corps at the high school and college levels, outlines the concept of the citizen-soldier in American history, and explains the organization of the Army. The Army's role in American history is discussed in Part Two. Other divisions of the manual are concerned with respect to the flag, prisoner of war behavior, individual health, military customs and ceremonies, and descriptions of weapons. Appendix A deals with uniform care and preservation. (For related document, see AC 012 900.).
This book covers the main issues on the study of competencies and talent management in modern and competitive organizations. The chapters show how organizations around the world are facing (global) talent management challenges and give the reader information on the latest research activity related to that. Innovative theories and strategies are reported in this book, which provides an interdisciplinary exchange of information, ideas and opinions about the workplace challenges.
“This definitive work on HR competencies provides ideas and tools that help HR professionals develop their career and make their organization effective.” —Edward E. Lawler III, Professor, University of Southern California “This book is a crucial blueprint of what it takes to succeed. A must have for every HR professional.” —Lynda Gratton, Professor, London Business School “One single concept changed the HR world forever: ‘HR business partner’. Through consistent cycles of research and practical application, Dave and his team have produced and update the most comprehensive set of HR competencies ever.” —Horacio Quiros, President, World Federation of People Management Associations "Packed with facts, evidence, and prescriptive advice. It is about being a business leader first, and an HR professional second.” —Randy MacDonald, Senior Vice President, Human Resources, IBM Corporation "The concepts and competencies presented in this book provide HR leaders with new insights." —Gina Qiao, Senior Vice President, HR Lenovo “Powerful, relevant and timely! Defines "new HR" in a pragmatic way. This book is a must for leaders and HR folks who seek to create sustainable competitive advantage.” —Satish Pradhan, Chief, Group Human Resources, Tata Sons Limited “You can’t argue with the data! This book is a definitive and practical guide to learning the HR competencies for success.” —John Lynch, Senior Vice President, HR, General Electric “A must read for any HR executive. This research-based competency model is particularly compelling because it is informed by the perspective of non-HR executives and stakeholders.” —Sue Meisinger, Distinguished speaker and author, former CEO of SHRM "Read this book for a unique long-term perspective on where HR competencies have brought us and must take us in future." —John Boudreau, Professor, University of Southern California and Research Director, Center for Effective Organizations