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Featuring a foreword by His Holiness the Dalai Lama. Despite decades of research and evidence, there is still extreme scepticism that businesses can combine a more humane style of management with superior shareholder returns, or that busy managers can be guided effectively by both their heads and their hearts. Vlatka Hlupic has spent 20 years investigating this paradox, developing an insightful critique of why such strong evidence has had limited impact and providing an alternative, practical approach that any employer can implement in order to overcome the unique challenges faced by their organizations. A clear correlation exists between companies that do well and companies that are good – that is to say, organizations that promote goodwill internally and externally, and work proactively with stakeholders, employees, society and customers to achieve those goals. A 'bad' company, on the other hand, may do well but its success is unlikely to be sustainable. Humane Capital explores the steps that businesses need to take in order to become a 'good' organization that can achieve long-term results. Supported by insights from interviews with 58 leading thinkers and practitioners in the field, Humane Capital argues for a radical reassessment of current business models. Using stories of managers from both the private and public sectors who have been effective in making the transition, Hlupic shows how successful leaders have moved their organizations from controlled and orderly to enthusiastic and collaborative – and shows how current leaders and managers can do the same.
For the most part, human capital theory emphasizes human cognitive development and the acquisition of knowledge and skills that enable enhanced productivity and earnings. In light of recent research findings, particularly concerning neurodevelopment and early childhood development, it is becoming apparent that this standard version of human capital theory has a far too limited conception of human capabilities and how they are created. Integrating Human Capital with Human Development considers recently accumulated knowledge related to the human brain's functioning and development to better understand the relationship between human capital and human development in successful economies. It shifts the focus of human capital theory to give full consideration to intangible, non-cognitive aspects of learning. This exciting new volume is an important addition to the study of human capital and behavioral economics more broadly.
In Indian context.
Protected areas have often been defined as the backbones of biodiversity conservation. Protected areas have often been defined as the backbones of biodiversity conservation. However, legitimate demands formulated by countries for their economic development, growing human populations, forest fragmentations, and needs of local communities for sustainable livelihoods are also pressing demands on protected areas, stringently pressuring conservation community to identify means to reconcile long term biodiversity conservation and communities’ livelihoods. Hence, integrating conservation activities within the global framework of economic development of countries with high biodiversity had become part of conservation paradigms. Integrated development as a route to conservation, strict protected areas, community managed areas, etc. have been tried but resulted in debatable outcomes in many ways. The lukewarm nature of these results brought ‘landscape approach’ at the front of biodiversity conservation in Central Africa. Since the late 1990s the landscape approach uses large areas with different functional attributes and shifts foundational biodiversity conservation paradigms. Changes are brought to the role traditionally attributed to local communities, aligning sustainable development with conservation and stretching conservation beyond the confines of traditional protected areas. These three shifts need a holistic approach to respond to different conservation questions. There are only a few instances where the landscape experience has been scientifically documented and lessons learnt drawn into a corpus of knowledge to guide future conservation initiatives across Central Africa. To subjugate one biodiversity conservation landscape as one case study emerged as a matter of urgency to present the potential knowledge acquired throughout the landscape experiment, including leadership and management, processes tried, results (at least partially) achieved, and why such and such other process or management arrangement were been chosen among many other alternatives, etc. The challenges of the implementation of the conservation landscape approach needed also to be documented. This book responds to the majority of these questions; drawing its content from the firsthand field knowledge, it discusses these shifts and documents what has been tried, how successful (unsuccessful) it was, and what lessons learnt from these trials. Theoretical questions such as threat index, and ecological services, etc. are also discussed and gaps in knowledge are identified.
This treatise defines humane to mean that which is natural to human beings. It then suggests that much of the economic activity and many of the structures of modern business are inhumane. In response to this possibility, the book examines the nature of the humane in society and business and reviews the literature, beliefs, and standards of human behavior that would lead to the growth of a truly humane economy. Questions are raised about the virtue of current structure and practice. A strikingly positive proposition underlies the critique: new entrepreneurial ventures are by their nature humane. The way to make the economy and the practice of business more humane is not to encourage a routinized script of business ethics but instead to permit entrepreneurs to follow their desire to create and to build. This desire is natural to human beings and therefore deeply humane.
Predictions are that sustainability becomes the next big topic for Human Resource Management after internationalization and globalization. This book gives new answers to these questions: - How can HRM contribute to attracting, developing and retaining highly qualified human resources over time? - How can a paradox perspective contribute to understanding and coping with paradoxical tensions? - How can sustainability be used as a ‘deliberate strategy’ for HRM? The conceptual part of the book looks at the notion of sustainability, opens it up for Strategic HRM and identifies blind spots in Strategic HRM theory. Paradox theory is introduced as an analytical framework for Sustainable HRM. Initial suggestions are made for sustainability strategies and for coping with paradoxes and tensions. The exploratory part examines how 50 European Multinationals communicate their understanding of sustainability and HRM and which HR issues and practices they are linking to the topic.
This book presents a multidimensional perspective on the interlinkage between human development, community characteristics and public service delivery with special reference to India. The chapters in the book analyze the influence of public service delivery on human development from neo-classical as well as Marxian point of view. Thus, the expositions in the book provides a balanced mix of macro and micro approaches in the study of development. The analytical discussions are supplemented by case studies and empirical estimates so as to demonstrate the applicability of the theory and the theoretical discourse about human development, community network and the success and failures of critical public services in the Indian context. The methodology followed in the chapters involves critical survey of existing literature, case studies, field survey and use of econometric techniques as well as statistical tools of index construction. While contributors are primarily scholars from neo-classical economics discipline, some are intellectuals from the field of political economy and development studies. Given the wide array of development perspectives, this book is of interest not only to students and researcher of development economics, social science and management, but also a valuable reading for development practitioners and policy makers, who would be interested in understanding how community and public institutions interact to determine access to health, education and social security services that shapes the wellbeing of disadvantaged populations. The lessons and implications are extremely pertinent to other emerging economies, in particular those in South Asia.
In the face of globalization, multinational companies have become the norm, rather than the exception. HR professionals now need to manage across borders, cultures and time zones, meaning that a complete understanding of the theory and practice of International Human Resource Management (HRM) is essential. International Human Resource Management is a concise introduction for all students studying International HRM at the Masters level. It covers everything from the cultural and institutional contexts, international employment law and the role of International Framework Agreements to recruitment and selection, training and development, performance management, reward and benefits, job design and other functional areas of International HRM. With numerous industry examples and global case studies from companies such as Telefonica, Unilever and Volkswagen, International Human Resource Management goes beyond the theory to fully explore how International HRM works in practice. It is an indispensable textbook to prepare students for successful careers in human resources. Online supporting resources include additional case studies, lecture slides for every chapter, self-test exercises for students, discussion questions and further reading.
Human Resource Development Relies Upon a Strong Educational Foundation In the Handbook of Human Resource Development, Neal Chalofsky, Tonette Rocco, and Michael Lane Morris have compiled a collection of chapters sponsored by the Academy of Human Resource Development to address the fundamental concepts and issues that HR professionals face daily. The chapters are written and supported by professionals who offer a wide range of experience and who represent the industry from varying international and demographic perspectives. Topics addressed form a comprehensive view of the HRD field and answer a number of key questions. Nationally and internationally, how does HRD stand with regard to academic study and research? What is its place in the professional world? What are the philosophies, values, and critical perspectives driving HRD forward? What theories, research initiatives, and other ideas are required to understand HRD and function successfully within this field? As the industry grows, what are the challenges and important issues that professionals expect to face? What hot topics are occupying these professionals now? The Handbook’s insight and guidelines allows students and HR professionals to build a fundamental understanding of HRD as an industry, as a field of research, and for future professional success.