The Most Important Asset
eBook - PDF

The Most Important Asset

Valuing Human Capital

  1. 308 pages
  2. English
  3. PDF
  4. Available on iOS & Android
eBook - PDF

The Most Important Asset

Valuing Human Capital

About this book

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.

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Yes, you can access The Most Important Asset by Robert Greene,Robert J. Greene in PDF and/or ePUB format, as well as other popular books in Business & Business General. We have over one million books available in our catalogue for you to explore.

Information

Publisher
Routledge
Year
2017
Print ISBN
9781138306493
eBook ISBN
9781351393645
Edition
1

Table of contents

  1. The Most Important Asset- Front Cover
  2. The Most Important Asset
  3. Title Page
  4. Copyright Page
  5. Contents
  6. List of figures
  7. List of tables
  8. Acknowledgments
  9. Chapter 1: Preparing for the real world
  10. Chapter 2: Entering the real world
  11. Chapter 3: Making sense of the real world
  12. Chapter 4: Assessing organizational context
  13. Chapter 5: Facing a down economy
  14. Chapter 6: Evaluating alternative HR strategies
  15. Chapter 7: Learning from others
  16. Chapter 8: Expanding horizons
  17. Chapter 9: You win some, you lose some
  18. Chapter 10: Considering new career frontiers
  19. Chapter 11: Life in the (not so?) real world
  20. Chapter 12: Stepping into new roles
  21. Chapter 13: New challenges in new roles
  22. Chapter 14: Learning the value of applied research
  23. Chapter 15: Recognizing that HR is everyone’s job
  24. Chapter 16: The five-year reunion
  25. Chapter 17: Want to trade jobs?
  26. Chapter 18: Educating students and practitioners
  27. Chapter 19: The ā€œdoing HR betterā€ dialogue
  28. Chapter 20: Transformation at the not-for-profit
  29. Chapter 21: Opportunity knocks
  30. Chapter 22: Work–life balance becomes a focus
  31. Chapter 23: Staffing the multinational
  32. Chapter 24: Let’s buy something
  33. Chapter 25: Friends and colleagues join the multinational
  34. Chapter 26: The merger materializes
  35. Chapter 27: Improving HR service levels and productivity
  36. Chapter 28: You can look too good
  37. Chapter 29: Reconciling research and practice
  38. Chapter 30: The ten-year reunion
  39. Chapter 31: Let’s be strategic
  40. Chapter 32: Motivating and rewarding sales personnel
  41. Chapter 33: Defining core capabilities
  42. Chapter 34: Evaluating executive compensation strategy
  43. Chapter 35: Formulating a global workforce strategy
  44. Chapter 36: Focusing the professional practice
  45. Chapter 37: Compensation: can it be a satisfier?
  46. Chapter 38: Reflections on careers
  47. Chapter 39: The twentieth reunion