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ThisisanewtakeonthetopicsexploredinTomorrow''sHRManagement,aperennialbestsellerbythesameeditors.燗comprehensivecollectionofshortessaysbythoughtleaders,itwillguideHRprofessionalsthroughthechangesahead.
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| 內容簡介： |
Sixty-threestellaracademics,consultants,andpractitionerslookatthefutureofhumanresources
Thefollow-uptothebestsellingTomorrow''sHRManagement978-0-471-19714-0,thisbookpresentsaninternationalpanelofexpertcontributorswhooffertheirviewsonthestateofHRandwhattoexpectinthefuture.TopicscoveredincludeHRasadecisionscience,understandingandmanagingpeople,creatingandadaptingorganizationalculture,theeffectsofglobalization,collaborativeventures,andinvestinginthenextgeneration.Likeitsbestsellingpredecessorbeforeit,TheFutureofHumanResourceManagementofferstheverybestthinkingonthefutureofHRfromthemostrespectedleadersinthefield.
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| 關於作者： |
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MICHAELR.LOSEY,SPHR,CAE,isPresidentofMikeLosey.com,aswellasaformerpresidentoftheSocietyforHumanResourceManagementandoftheWorldFederationofPersonnelManagementAssociations.SUSANMEISINGER,Esq.,SPHR,isPresidentandCEOoftheSocietyforHumanResourceManagement,currentSecretaryGeneraloftheWorldFederationofPersonnelManagementAssociations,andformerDeputyUndersecretaryoftheU.S.DepartmentofLabor.DAVEULRICH,PhD,professorattheUniversityofMichiganandrenownedexpertinmanagementeducation,istheauthoroftwelvebooks,includingWhytheBottomLineIsn''t!,alsofromWiley.
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| 目錄：
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Introduction.TheFutureofHumanResourcesMichaelR.Losey,SueMeisinger,andDaveUlrich.SectionI:UnderstandingandManagingPeople.Chapter1:WillThereReallyBeaLaborShortage?PeterCappelli.Chapter2:TheMotivatorsDilemmaJamesG.ClawsonandDouglasS.Newburg.Chapter3:AnticipatingChange:WillThereBeaLaborShortage?MichaelR.Losey.Chapter4:Get,Keep,GrowColemanPeterson.Chapter5:TheNewEmploymentRelationshipversustheMutualInvestmentApproach:ImplicationsforHumanResourceManagementAnneS.TsuiandJoshuaB.Wu.SectionII:InvestintheNextGenerationofHumanResourceProfessionalism.Chapter6:TheFutureHumanResourceProfessionalsCareerModelKathleenBarclayandThomasThivierge.Chapter7:HumanResourceEducation:ACareer-LongCommitmentDebraJ.Cohen.Chapter8:LifeafterOutsourcing:LessonsLearnedandtheRoleofHumanResourcesasaStrategicBusinessPartnerMirianM.Graddick-Weir.Chapter9:TheFourCsoftheHRProfession:BeingCompetent,Curious,Courageous,andCaringaboutPeopleSusanR.Meisinger.Chapter10:DifferentiationthroughPeopleHowCanHRMovebeyondBusinessPartner?GeoffArmstrong.SectionIII:LearntoMasterandPlayNewRoles.Chapter11:TheChiefIntegrativeLeader:MovingtotheNextEconomysHRLeaderBruceJ.Avolio.Chapter12:FromBusinessPartnertoDrivingBusinessSuccess:TheNextStepintheEvolutionofHRManagementWayneF.Cascio.Chapter13:WorkforceDiversity:AGlobalHRTopicThatHasArrivedJ.T.TedChildsJr..Chapter14:NotJustAnySeatattheTableSteveDarien.Chapter15:WhatDistinguishestheOutstandingHRExecutivesfromtheOthersBruceEllig.Chapter16:EvolutionandRevolutionintheTwenty-FirstCentury:RevolutionaryNewRulesforOrganizationsandManagingHumanResourcesRussRobertsandPaulHirsch.Chapter17:FromHumanResourcesManagementtoOrganizationalEffectivenessEdwardE.LawlerIII.SectionIV:Discern,Create,andAdaptCulturetoBusinessConditions.Chapter18:HRasaStrategicPartner:CultureChangeasaCaseStudyUrsulaF.Fairbairn.Chapter19:ChangingMentalModels:HRsMostImportantTaskJeffreyPfeffer.Chapter20:BuildingaMarket-FocusedCultureHayagreevaRaoandRobertD.Dewar.Chapter21:BrandingfromtheInsideOut:HRsRoleasBrandBuilderLibbySartain.Chapter22:TheWinningTeam:AStrategicImperativeLeaSoupata.SectionV:RethinkOrganizationsasCapabilities,NotStructures.Chapter23:WorkforceStrategy:AMissingLinkinHRsFutureSuccessRichardW.BeattyandCraigEricSchneier.Chapter24:ConnectingStrategyandHR:EstablishingaNewLogicofPartnershipGordonHewitt.Chapter25:WhatReallyWorks?HRsRoleinBuildingthe4+2OrganizationWilliamJoyce,NitinNohria,andBruceRoberson.Chapter26:HumanResourcesNewROI:ReturnonIntangiblesDaveUlrichandNormSmallwood.Chapter27:InPursuitofMarketplaceAgility:ApplyingPreceptsofSelf-OrganizingSystemstoOptimizeHumanResourceScalabilityLeeDyerandJeffEricksen.Chapter28:CreatingtheCapabilityforCollaborativeEntrepreneurship:HRsRoleintheDevelopmentofaNewOrganizationalFormRaymondE.Miles,GrantMiles,andCharlesC.Snow.Chapter29:PartnerorGuardian?HRsChallengeinBalancingValueandValuesPatrickM.WrightandScottA.Snell.SectionVI:SeeHRasaDecisionScienceandBringDisciplinetoIt.Chapter30:ScienceExplodesHumanCapitalMythologyJacFitz-enz.Chapter31:HumanResourceAccounting,HumanCapitalManagement,andtheBottomLineEricG.Flamholtz.Chapter32:ImprovingHumanResourcesAnalyticalLiteracy:LessonsfromMoneyballMarkA.HuselidandBrianE.Becker.Chapter33:TheDualTheoryofHumanResourceManagementandBusinessPerformance:LessonsforHRExecutivesDavidLewin.Chapter34:Talentship,TalentSegmentation,andSustainability:ANewHRDecisionScienceParadigmforaNewStrategyDefinitionJohnW.BoudreauandPeterM.Ramstad.SectionVII:CreateMutuallyCollaborativeVentures.Chapter35:Teamwork:TheNewEmphasisonTwo-SidedAccountabilitySamuelA.CulbertandJean-Fran鏾isCoget.Chapter36:ManagingCooperativelywithinOrganizationsLyndaGratton.Chapter37:Power,theLastCorporateTabooPatriciaSeemann.SectionVIII:RespondingtoSocialExpectationsandPublicPolicyandtheRenewedImportanceofEthics.Chapter38:AChallengetoHR:BuildingtheCompanysExternalDimensionRichardA.Beaumont.Chapter39:LeadingChange:AnImperativeofLeadershipFrancesHesselbein.Chapter40:WhenEthicsCallstheHRHelplinePatriciaJ.Harned.SectionIX:LiveGlobally,ActLocally.Chapter41:GlobalandLocalBalanceinHumanResourcesLeadershipJohnHofmeister.Chapter42:GlobalHRasCompetitiveAdvantage:AreWeReady?VladimirPucik.Chapter43:ANewParadigmforHR:DilemmasinEmployingandManagingtheResourcefulHumanFonsTrompenaarsandPeterWoollimas.Chapter44:CounterintuitiveFindingsinInternationalHRMResearchandPractice:WhenIsaBestPracticeNotBestforPractice?MaryAnnVonGlinow,EllenA.Drost,andMaryB.Teagarden.Chapter45:BecomingBusinessPartnersinChineseFirms:ChallengesandOpportunitiesArthurYeung.Conclusion.Reality,Impact,andProfessionalismMichaelR.Losey,SusanR.Meisinger,andDaveUlrich.Index.SelectedTitlesfromtheSocietyforHumanResourceManagementSHRM.
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