This book elaborates on the combined challenges regarding intrapreneurship, sustainability of human resources management (HRM) and digital transformation faced by today's organizations. Representing the first such attempt in current management literature, it explores the sustainable HRM approach, which focuses on connecting internal and external factors so as to achieve positive outcomes not only for the respective organization but also for the society, economy, and environment. It also discusses cases related to HRM's role in establishing a corporate sustainability culture, while also working to promote employee engagement, satisfaction, performance and well-being. In closing, the book discusses the new opportunities provided by digitalization and connectivity in the field of intellectual capital, which make employees the central focus of the organization in order to create sustainable competitive advantages.

The second edition of this Handbook provides up-to-date insight into ground-breaking research on international human resource issues today. These issues are faced by multinational companies which can be as small as one person with a computer and Internet connection or as large as a medium-sized country. Written by the field's most distinguished researchers, the book will stimulate thought for new research and provide a glimpse of where we have been and where we are going. The book explores issues such as the importance of linking IHRM activities to organizational strategy and culture; talent management; staffing; performance management; leadership development; diversity management; international assignment and mobility issues; and the role of IHRM in the management of global teams and cross-border joint ventures, mergers and acquisitions. The Handbook illustrates that IHRM research is both theoretically deep and eclectic. Drawing upon a range of paradigms and perspectives this compendium will prove invaluable for HRM scholars, doctoral students, and others interested in IHRM research. Contributors: R.V. Aguilera, A. Bird, I. Bjorkman, J. Bonache, C. Brewster, P. Caligiuri, W.F. Cascio, C.W.S. Chui, D.G. Collings, A. Colvin, O. Darbishire, S.C. Davison, H. De Cieri, J.C. Dencker, J. Dietz, P.J. Dowling, E. Farndale, M. Festing, P.N. Gooderham, M. Harvey, J. Hearn, K. Jonsen, E.P. Kleinlogel, M.B. Lazarova, C. Lengnick-Hall, M.L. Lengnick-Hall, W. Mayrhofer, M. Maznevski, M. Mendenhall, B.D. Metcalfe, M. Moeller, S.S. Morris, J.S. Osland, J. Paauwe, T. Peltonen, R. Piekkari, A. Reichel, R.S. Schuler, H. Scullion, J.B. Sears, S. Snell, P. Sparrow, G.K. Stahl, P. Stiles, L. Stirpe, I. Tarique, D.C. Thomas, S. Tietze, P.M. Wright, B.-J. Zhong

Comprised of four parts, Human Resource Management covers all the essential areas of the subject including, the history and development of human resource management; recruitment and placement; training development and compensation and employee relations. Throughout the book, links are made between macro human resource management issues and micro, organizational and organizational concerns.

Sabbaticals for everyone? Not quite, but there's plenty of good reason to extend them beyond academia and into selected sectors of the world outside. Lawyer and teacher Daniel C. Kramer shows from his own meticulous research and others' that sabbatical programs that now exist have produced greater benefits than costs, and that they could be spread to most of the American work force with a simple amendment to the Family and Medical Leave Act of 1993. They must be conceived and administrated commonsensically, of course, and there will always be places where they won't work. But there's enough evidence that they will work--primarily in organizations of more than 50 people--and in the public and private sectors both. A challenging, thought-provoking book for policy- and executive decision-makers throughout the country, and new fuel for debate within the academic community as well.

Kramer summarizes just about all of the existing research on the topic and finds that the benefits of sabbaticals to those who have taken them far exceed whatever disruptions they may have caused to their organizations. He examines for-profit companies, high tech as well as the more traditional ones, and not-for-profit and governmental organizations too. He looks at elementary and secondary schools, medical settings, and churches and reports on the personal experiences of many who have taken them, summarized from other books and articles as well as from what was disclosed to him personally in the course of his own conversations with more than 100 people in various work settings. Sabbatical grantees travel, spend more time with their children, or just relax--and most of them return to their desks more enthusiastic about their work and better able to do it than before they left. From the organization's viewpoint, Kramer finds that sabbaticals are not as costly as many think, nor do they impede the work flow as some fear--not if they are administrated with ordinary understanding of the basic principles he carefully elucidates. He concludes with a discussion of how such programs could easily be mandated into law, and gives a final, persuasive argument why he thinks they should be.

A Wall Street Journal Bestseller Experience explosive growth and success in your career and personal life by taking ownership of your personal development and understanding you don't need to know all the answers-but you do need to ask the right questions. Whether you're a leader of ten, a hundred, or many more, there's no one more important to lead than yourself. If you're not leading yourself, why would anyone else want to follow you? Ryan Leak speaks to thousands of leaders every year, and he has learned that the most successful people have taken ownership of their own development-and in order to realize your potential, you need to fully understand yourself. Being a great leader is not about having all the answers but asking the right questions-and that starts with careful introspection and inviting others to tell you what they see in you. Leveling Up helps you focus on the person you're becoming and think about the goals you want to accomplish. Some of the twelve strategic questions in this book include: What is it like to be around me? (The Self-Awareness Question) What credit can I give away? (The Team Player Question) Who knows who I really am? (The Transparency Question) What's my definition of success? (The Vision Question) Do I have to do it all? (The Rest Question) Am I enjoying it? (The Fun Question) Leadership theory and business practices are important to study, but nothing is better than discovering the answers that will reveal who you are at your core, where you want to go in your career and life in general, and how you can influence and impact those around you.

While organisations become more and more global, they also become more and more dispersed and virtual. This challenges the sense of a shared organisational identity and the ability of employees to communicate personally held knowledge. To address these challenges this book offers an innovative multidisciplinary approach to knowledge communication in global organisations. The book develops a multidisciplinary analytical lens through which to understand employee identity formations and knowledge communication practises. Using detailed analyses of interviews from a real organisation, the book builds an understanding of how 21st century employees make sense of a virtual organisational reality characterised by multiple simultaneous projects and virtual, dispersed teams. These analyses are conducted using a new discourse analysis method for analysing research interviews, Discursive Sensemaking Analysis. Using these methods and findings, researchers, project managers and HR professionals will be able to analyse their own organisations to discover how employees make sense of the complexity of 21st century global organisations.

* Introduces the Breadcrumb Legacy (TM), a unique approach to leaving a legacy throughout life, through small actions taken every day * Provides actionable steps to create a more meaningful life and leadership * Features insights from such leadership experts as Marshall Goldsmith, Dorie Clark, and Margaret Wheatley

Meeting the challenges of high-performance HR
Until 1760 ships routinely disappeared, ran aground, or sank because seafarers could not measure longitude. The cost in life and property was immense. Today, business faces a similar challenge, as the failure to measure human resources performance is just as costly and deadly to modern organizations.
Senior executives once considered HR a "soft," unavoidable cost of doing business, responsible for compensation, employee transactions, company functions, workforce problems, and legal issues. Three factors changed this perception: the significant impact of high-performance HR, the implications of poorly performing HR, and soaring HR operating expenses. These factors have led to an increased demand and focus on HR metrics.
Ultimate Performance approaches this challenge by providing clear, proven measurement solutions that will optimize the performance of people and businesses.

This book aims to provide insight into how digital technologies may bridge and enhance formal and informal workplace learning. It features four major themes: 1. Current research exploring the theoretical underpinnings of digital workplace learning. 2. Insights into available digital technologies as well as organizational requirements for technology-enhanced learning in the workplace. 3. Issues and challenges for designing and implementing digital workplace learning as well as strategies for assessments of learning in the workplace. 4. Case studies, empirical research findings, and innovative examples from organizations which successfully adopted digital workplace learning.

This volume is part of a series which publishes monograph length conceptual papers designed to promote theory and research on important substantive and methodological topics in the field of human resources management.

"Research in Personnel and Human Resources Management" is designed to promote theory and research on important substantive and methodological topics in the field of human resources management. A volume is published each year including papers on issues of cutting-edge importance by some of the very best scholars in the field. It is considered to be one of the most respectable publications in the field of human resources management and acts as a primary resource to both individuals and libraries.

Cross-Cultural Management is a new five-volume collection in the Routledge Major Works series, Critical Perspectives on Business and Management. It meets the need for an authoritative, up-to-date, and comprehensive reference work synthesizing the increasingly diverse cross-cultural management literature. Indeed, the sheer scale of the growth in related research output?and the breadth of the field?makes this collection especially timely and welcome. Cross-Cultural Management provides the most comprehensive collection of classic and contemporary contributions on the subject to date. It facilitates ready access to the most influential and important works across the field, combining the theory and application in the process to encourage a broader appreciation of the discipline and the mutual influences within it.

Volume I is dedicated to the conceptual antecedents of cross-cultural management, covering all the major approaches and frameworks along with several noted critiques. Volumes II, III, and IVexamine how national culture influences management practice; material assembled here includes essential contributions on adaptation and assimilation, communication, negotiation, and cross-national teams. Volume V, meanwhile, gathers the best work on methodological considerations.

Each volume comprises foundational, cutting-edge, and less accessible research carefully selected and collated by the editors, two leading scholars in the field, as well as newly written introductions. The introductions are designed not just to place the collected material in its historical and intellectual context, but also to explain the relationships between the gathered works and to identify additional and promising areas of research. Together, the five volumes provide an essential one-stop resource for academics, students, policymakers, and practitioners seeking to understand a critical aspect of contemporary business management within an increasingly global economy.

This book represents both a milestone and a celebration. It brings together in one place all the theories and models that have emerged from the work of David Clutterbuck, one of the last surviving, first pioneers of coaching and mentoring, who has significantly helped to shape the field; and is published as his 75th book at age 75. Many of the models and approaches familiar to coaches and mentors are based in David's prolific research, writing and practice, from Systemic Talent Management, through Team Coaching from a Complex, Adaptive Systems perspective, Personal Reflective Space, to the Diversity Awareness Ladder. In bringing more than 60 of these innovations into one volume, the book provides an invaluable contribution to the practice of coaching, and puts the evolution of coaching theory into context, tracing its development over time. This book is a one-stop-shop for coach practitioners and students to get up to speed and understand these foundational models. This book will appeal to coaches and HR professionals across the world, at all levels.

Don't Fire Them, Fire Them Up is a real-world story of winning in business by motivating employees in the most positive way possible -- nurturing them, showing that you value their accomplishments, and giving them the skills and the responsibility to become winners. Frank Pacetta, the hard-working man who engineered the drastic performance turnarounds of Xerox's Cleveland and Columbos sales staffs, gives the reader the same techniques he uses to build a winning business team:

* How to develop trust and create loyalty
* How to generate enthusiasm and excitement
* How to establish feedback and accountability
* How to rebuild an organization, and then lead and energize it
* How to put the organization on top and keep it there year after year

This book is check-full of practical, proven tips on leadership and management, everything from motivation to communication to all the nuts and bolts of selling successfully. And Pacetta has included his Top Ten Tips (and created Ten More Top Tips), which were featured in The Wall Street Journal and which have been copied and posted on office bulletin boards across the country.

In today's complex and ever-changing world it has become obvious that even highly developed knowledge and skills are no longer sufficient to meet new challenges, situations and problems facing individuals, organisations and nations. This raises an enormous and potentially confusing issue for educators and trainers: how is it possible to generate and assess abilities to deal with challenges and problems unknown ? or not even in existence ? at the time when the learning takes place?

The book builds on the experiences and insights of its expert contributors, all of whom have worked with, studied and analysed competences and how they are developed. Their collected work presents

• Comprehensive explanation and analysis of the concept and nature of competence.
• Specific contexts of competence development, e.g. in the public sector or small business.
• Competence development as a national strategy for building an up-to-date education and training system.

With chapters from around the world, including the UK, USA, Canada, Australia, Scandinavia, this book illustrates in an engaging and convincing manner the importance and innovative nature of the concept of competences, resulting in a varied, differentiated and empathetic guide to the topic. It will appeal to educators, both in academic and management circles, as well as students and administrators of education.

3 While all of these explanations seem to have merit, there is one dominant reason why the percentage of GDP and employment dedicated to services has continued to increase: low productivity. According to Baumol's cost disease hypothesis (Baumol, Blackman, and Wolff 1991), the growth in services is actually an illusion. The fact is that service-sector productivity is improving slower than that of manufacturing and thus, it seems as if we are consuming more services in nominal terms. However, in real terms, we are consuming slightly less services. That is, the increase in the service sector is caused by low productivity relative to manufacturing. The implication of Baumol's cost disease is the following. Assuming historical productivity increases for manufacturing, agriCUlture, education and health care, Baumol (1992) shows that the U. S. can triple its output in all sectors within 50 years. However, due to the higher productivity level for manufacturing and agriculture, it will take substantially more employment in services to achieve this increase in output. To put this argument in perspective, simply roll back the clock 100 years or so and replace the words manufacturing with agriculture, and services with manufacturing. The phenomenal growth in agricultural productivity versus manufacturing caused the employment levels in agriculture in the U. S. to decrease rapidly while producing a truly unbelievable amount of food. It is the low productivity of services that is the real culprit in its growth of GDP and employment share.

With the advent of new technologies and governmental regulation, notably the Telecommunications Act of 1996, not only has the broadcast industry changed dramatically, but also the laws covering the management and its human resources. Executives must know and understand these changes to operate within the law and to make best use of their people. With careful attention to scholarly accuracy and the latest thinking, Scott's book approaches the crucial human resource problems in broadcasting with a hands-on awareness of what really goes on among broadcasting industry people and the organizations that depend on them. Scott writes for practitioners and provides the information they can use daily, supplying academic professionals and students of broadcasting management with an important resource.

Chapter 1 briefly describes the broadcast industry, with special attention to significant technological changes and regulations. Chapter 2 examines the standard regulatory challenges faced by broadcasters. Chapters 3 and 4 review the major management and motivational theories over the past 150 years. These theories are then critiqued and applied to current personnel problems. The section on broadcast ethics discusses moral and ethical frameworks to help managers make the right decisions. In Chapter 5, the duties of the human resource director are noted along with pertinent EEOC laws banning discrimination. Chapter 6 reviews the employment process, including interviewing, training, performance reviews, progressive discipline, and the proper, legal method to terminate an employee. Chapter 7 enumerates the duties and responsibilities of the programming area including the operations manager, chief engineer, program director, and other department heads. Types of radio and television programming are discussed along with effective scheduling strategies. The book concludes with Chapter 8, Sales, which includes discussions of the Arbitron and Nielsen ratings organizations, sales proposals, and duties of the sales personnel.

India has been identified as one of the biggest emerging markets in the world. Indian organizations have increasingly begun to understand the importance of human resources and have started to take into account the motivation, commitment and morale of its workforce. Despite great advances in human resource practices in India, the relevant literature on this subject remains scarce.This book seeks to fill the critical gap in the literature by providing a thorough understanding of the changing face of Indian HRM systems. Seeking to provide a comprehensive overview of Indian HRM practices, the book is structured into five parts: Developments in Indian HRM; Determinants of Indian HRM; Sector specific HRM; Emerging themes; and, Future challenges and the way forward. The Changing Face of People Management in India is written exclusively by Indian natives in order to minimise the Western bias and to provide a realistic picture of HRM practices in India. This book is a key resource for anyone studying or working in HRM or international business or with an interest in the unique Indian HRM context.

This book gathers original, empirical and conceptual papers that address the complex challenges of conducting responsible research in the business and management professions. It includes contributions related to, and reflecting on, the vision of the Responsible Research in Business and Management (RRBM) network, which proposes that business can help provide a better world if it is informed by responsible research. The responsible research agenda requires new methods of scholarly assessment that include criteria for measuring impact, systemic solutions and practitioner relevance. Theories greatly influence business and management practices, and as the late Sumantra Ghoshal warned, bad management theories are destroying good management practices. The authors of this book believe that good management theories can help to create new and better business practices.

Human Resource Management, Innovation and Performance investigates the relationship between HRM, innovation and performance. Taking a multi-level perspective the book reflects critically on contentious themes such as high performance work systems, organizational design options, cross-boundary working, leadership styles and learning at work.

Studies the steps taken by a group of professionlas from the Boomer generation as they move from a linear career path into an uncharted stage somewhere between middle age and old age, a continued professional life and traditional retirement. What is next for those professionals who do not want to take a back seat at retirment age?

Strategic Learning and Leading Change is a practical, inspiring read that challenges business commentators who have doubted the power of HR and presents examples of how HR leaders are leading change to truly earn their seats as business partners at the strategy table. Using real-life examples that take in the intricacies of performance management, talent management and leadership development, the book shows business leaders how to improve strategy execution and interact with the board.

Structured in three parts, the book covers:

* The globalization of business and its impact on strategy, structure, operating processes and culture

* Global team-based organization and change leadership, using the in-depth case study of APC, a company that reinvented the Pharma business model

* The reinvention and changing role of HR in today's global organizations

Written for senior business leaders, HR leaders and managers who are working in or planning to enter a global business environment, Strategic Learning and Leading Change is also ideal for management consultants who advise business and HR leaders on leveraging learning and change with an emphasis on improving strategy execution. It is also a perfect real-world text for students on human resources courses and business MBAs who aspire to drive success in a global business and HR setting.

Five years into World Trade Organization membership, how is China's system of people-management adaprting to the changing world? This edited book provides an up-to-date, state-of-the-art overview of current theory and practice of human resource management, 'with Chinese characteristics'. The latter is a phrase used to refer to the specific cultural, institutional and social setting in which such management structures and processes are to be found in the 'Middle Kingdom'. As the People's Republic of China becomes inexorably linked to the international economy and increasingly faces the challenges of globalization, its enterprises and their managers have to adapt to pressures to conform to external human resources and employment norms, whilst at the same time conforming to internal labour laws and socio-political demands. The tension between these two sets of factors provides an arena in which human resource managers, as well as workers, have to cope, perform and survive. The papers included in this collection are all based on empirical on-site research by specialists in the field. They deal with such HRM-related topics are expatriates, family demands, human capital, joint ventures, labour disputes, organizational commitment, psychological contracts, social networks, work behaviour and the like. The authors of the papers covered in the book come from a variety of backgrounds and university affiliations in Australia, Canada, Finland, Hong Kong, Japan, People's Republic of China, United Kingdom and United States of America.