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The Most Important Asset : Valuing Human Capital.

Author: Robert J Greene
Publisher: London : Taylor and Francis, 2017.
Edition/Format:   eBook : Document : English : First editionView all editions and formats
Summary:
"The principles of sound human resource management are generally understood, 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  Read more...
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Genre/Form: Electronic books
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Robert J Greene
ISBN: 9781315141787 1315141787
OCLC Number: 1005691485
Description: 1 online resource : text file, PDF
Contents: The Most Important Asset- Front Cover --
The Most Important Asset --
Title Page --
Copyright Page --
Contents --
List of figures --
List of tables --
Acknowledgments --
Chapter 1: Preparing for the real world --
The Right Path --
Chapter 2: Entering the real world --
The software firm --
The public utility --
The consulting firm --
Comparing their organizations --
Notes --
Chapter 3: Making sense of the real world --
Notes --
Chapter 4: Assessing organizational context --
The whole truth --
Engagement questions --
Note Chapter 5: Facing a down economyNote --
Chapter 6: Evaluating alternative HR strategies --
The utilityâ#x80;#x99;s current realities --
The software firmâ#x80;#x99;s current realities --
The consulting firmâ#x80;#x99;s current realities --
The utilityâ#x80;#x99;s strategy --
The software firmâ#x80;#x99;s strategy --
The consulting firmâ#x80;#x99;s strategy --
Chapter 7: Learning from others --
Notes --
Chapter 8: Expanding horizons --
Notes --
Chapter 9: You win some, you lose some --
Chapter 10: Considering new career frontiers --
Chapter 11: Life in the (not so?) real world --
Notes Chapter 12: Stepping into new rolesDecision-making guide --
Note --
Chapter 13: New challenges in new roles --
Notes --
Chapter 14: Learning the value of applied research --
Notes --
Chapter 15: Recognizing that HR is everyoneâ#x80;#x99;s job --
Notes --
Chapter 16: The five-year reunion --
Notes --
Chapter 17: Want to trade jobs? --
Chapter 18: Educating students and practitioners --
Notes --
Chapter 19: The â#x80;#x9C;doing HR betterâ#x80;#x9D; dialogue --
Note --
Chapter 20: Transformation at the not-for-profit --
Chapter 21: Opportunity knocks --
Note Chapter 22: Workâ#x80;#x93;life balance becomes a focusChapter 23: Staffing the multinational --
Chapter 24: Letâ#x80;#x99;s buy something --
Chapter 25: Friends and colleagues join the multinational --
Notes --
Chapter 26: The merger materializes --
Notes --
Chapter 27: Improving HR service levels and productivity --
Notes --
Chapter 28: You can look too good --
Chapter 29: Reconciling research and practice --
Note --
Chapter 30: The ten-year reunion --
Chapter 31: Letâ#x80;#x99;s be strategic --
Notes --
Chapter 32: Motivating and rewarding sales personnel Chapter 33: Defining core capabilitiesChapter 34: Evaluating executive compensation strategy --
Note --
Chapter 35: Formulating a global workforce strategy --
Notes --
Chapter 36: Focusing the professional practice --
Notes --
Chapter 37: Compensation: can it be a satisfier? --
Chapter 38: Reflections on careers --
Reflecting on our careers

Abstract:

"The principles of sound human resource management are generally understood, 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 reader 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.

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