This impactful volume demonstrates the application and power of psychology and behavioural economics in the pursuit of quality and continuous improvement. It focusses on how the works of stalwarts such as Daniel Kahneman, Richard Thaler, Mihaly Csikszentmihalyi and many others can be used to build an organization that is known for quality products and flawless service delivery. The application of psychology and behavioural economics is still new to quality improvement, and in this book, Debashis Sarkar shares 25 lessons, featuring specific examples based on real life, that show how their application can increase the effectiveness of outcomes. Behavioural Science for Quality and Continuous Improvement: 25 Lessons from Psychology and Behavioural Economics is ideal for business improvement professionals of all hierarchies and across different functional areas and industries seeking to understand the potential of psychology and behavioural economics and their applications, as well as in training and executive development programmes and for scholars of operations management, quality management, and engineering.

This cutting-edge book charts the latest ideas and concepts in employment relations research. Mapping out the intellectual boundaries of the field, The Future of Work and Employment outlines the key research and policy outcomes for work and employment in the age of digitisation and artificial intelligence. Internationally renowned contributors unpack the implications of the latest developments in employment relations, from the rise of the gig economy to the role of platform companies, from perspectives such as employment (in)security, equity, fairness, wellbeing and voice. Reviewing the extant literature on the future of work, and exploring the biggest issues facing the modern workforce, this book argues for a research base that allows more sober reflections on the grand claims that dictate the future of work. Empirically-grounded and incisively-argued, the book forms critical reading for both undergraduate and postgraduate students of business and human resource management, featuring insight into the latest developments in the field. Researchers, policymakers and practitioners will also benefit from its implications for policy and its blending of theory and practice.

Debates the various definitions provided for "engagement" Evaluates empirical findings in the field, with a focus on international findings Offers implications for science and practice in organizations

'Brilliant and highly entertaining, this book is essential reading for every leader, regardless of age or experience.' - Admiral William McRaven, author of Make Your Bed -------- What if you could learn how to expect the unexpected? In business, like in life, foresight is crucial for avoiding pitfalls and disaster - and yet it's something we spend nearly no time developing. Retired four-star general Stan McChrystal has lived a life associated with the deadly risks of combat; he has been forced to analyse and prepare for situations he didn't even know were possible. As a business consultant, he has seen how hundreds of individuals and organizations - too often and to great cost - fail to mitigate risk. Why? Because they focus on the probability of something happening instead of the interface through which any and all risks can be managed. In Risk: A User's Guide, McChrystal presents a new system of responding to risk. He lays out ten dimensions of control which we can adjust at any given time, no matter the context: narrative, bias, action, timing, adaptability, communication, technology, diversity, structure and leadership. Drawing on compelling examples ranging from military history to the business world, and offering infinitely practical exercises to improve preparedness, McChrystal illustrates how these ten factors are almost always in effect - and how, by considering them constantly, individuals and organizations can exert mastery over every conceivable sort of risk that they might face. We may not be able to see into the future, but Risk gives us a framework for improving our resistance and building a strong defense against what we know -- and what we don't. -------- 'A brilliant user's guide that demonstrates how managing risk is about how we lead, rather than getting mathematical equations right.' - Annie Duke, bestselling author of Thinking In Bets and How To Decide 'Measured, meticulous, and filled with practical, pragmatic wisdom from both war and peace, McChrystal's clear-eyed, unsentimental guidance cuts to the heart of our precarious existence. A must-read leadership bible.' - James Kerr, bestselling author of Legacy 'An essential playbook on mastering all dimensions of risk. For soldiers, educators, CEOs, entrepreneurs, government leaders, and everyone in between.' - Keith Krach, former Undersecretary of State and CEO of DocuSign

The updated sixth edition of International Human Resource Management is an authoritative resource that focuses on international human resource management (IHRM) within multinational enterprises (MNEs). The book includes fifteen chapters with rich pedagogy students have come to expect and is organized into four sections: Strategic Context National and Cultural Context Global Talent Management Role and the Future of IHRM Each chapter has been designed to lead readers through key topics in a highly engaging and approachable way with learning goals, relevant data, exhibits, figures, vignettes, end-of-chapter case studies, discussion questions, up-to-date content, and numerous references. The sixth edition includes discussions on evolving IHRM topics such as international experiences and adult third culture kids, expanded analyses on health and safety statistics and global workforce analytics, as well as updated and revised illustrations, cases, references, and instructor resources. Uncovering precisely why IHRM is essential for success in international business and how IHRM policies and practices function within the multinational enterprise, this comprehensive textbook provides an excellent foundation for understanding the theory and practice of IHRM. It is essential reading for all students, instructors, and IHRM professionals.

This innovative text applies a systems theory perspective to strategic human resource management, drawing particularly on the Viable System Model and soft systems methodology. Readers are introduced to different ways of thinking about systems and shown how systems can interact, triggering changes in the competitive environment - and how HR systems can either facilitate or inhibit adaptation to these changes. Peppered with international examples throughout, this book considers key HR topics such as recruitment, reward, employment relations, culture, diversity and leadership, all through a systems lens. It shows how an understanding of system dynamics can help managers to recognise complexity, accept the inevitability of short-term systemic conflicts and anticipate the likely consequences. This text will be suitable for upper-level undergraduate, postgraduate and MBA students of strategic HRM, HRM and strategic management. It will also be thought-provoking for HR professionals looking to embrace a strategic role in their organizations.

Human Relations: Strategies for Success, 7e, by Lamberton, Minor or Zeigler will help you prepare for this changing world. This text covers time-tested, research-based social science and management principles, as well as newer theories and philosophies of human relations drawn from management theory, group theory, personality theory, and relationship theory. More than ever, effective relations skills are crucial to business success as organizations grow and compete in a global business environment. Employees must have the knowledge and skill to adapt to a workplace where change is frequent and inevitable. Their commitment to the creation of a book that is at once interesting to read, motivating to study, and relevant to a wide variety has been the driving force behind Human Relations: Strategies for Success.

One of the most important skills of successful managers is dealing with change. 'Managing Change Effectively' combines philosophical insights with practical applications to help managers effectively incorporate change with the least disruption. 'Managing Change Effectively' details specific approaches and methods for making change decisions and getting changes accepted. From communication to participation, Kirkpatrick shows managers and executives how to make change their ally. Packed with examples that illustrate the principles and procedures for implementing new ideas, policies and strategies for almost any type of organization, this text is a valuable resource for managers at all levels, especially those in training and human resources.

Captures the insights from leaders who have overcome challenges in different ways to achieve career success. Speaks directly to some of the most pressing issues of the current times - challenging and precarious employment picture; re-focussing business strategy; addressing wider anxieties that result from the Covid19 pandemic. Edited by three notable thinkers in the field of leadership and management.

Arguing that a functional approach to Human Resource Management is fast becoming obsolete, this book explores the many areas of accelerated change in the workplace and how business leaders must evolve their thinking to meet the needs of their workers and managers alike. With a clear focus on the accelerations caused by Covid-19 and how technological platforms have enabled working practices and business continuity, the book effectively lays the groundwork for a changed but well-functioning people management system. The authors present the new model of Strategic Human Asset Lifecycle Management that incorporates the drastic changes in how jobs are designed, how human talent is acquired, how work is performed, how work is rewarded and conditions set, and crucially, how labor laws must change - all to meet the fast-moving requirements of a digitized world. Enriched with cases that illustrate both well-adapted and badly-adapted organizations, as well as helpful summaries and thought-provoking challenges, this book is an essential resource for all those who aspire to great people leadership in their organizations, including HR professionals, instructors, and upper-level students.

Concise expert guide to important business research topic Summarises the state of the art in available and emerging research Includes references to key research publications in the field

This is a book on how and why workers come together. Almost coincident with its inception, worker organisation is a central and enduring element of capitalism. In the 19th and 20th centuries' mobilisation by workers played a substantial role in reshaping critical elements of these societies in Europe, North America, Australasia and elsewhere including the introduction of minimum labour standards (living wage rates, maximum hours etc), workplace safety and compensation laws and the rise of welfare state more generally. Notwithstanding setbacks in recent decades, worker organisation represents a pivotal countervailing force to moderate the excesses of capitalism and is likely to become even more influential as the social consequences of rising global inequality become more manifest. Indeed, instability and periodic shifts in the respective influence of capital and labour are endemic to capitalism. As formal institutions have declined in some countries or unions outlawed and severely repressed in others, there has been growing recognition of informal strike activity by workers and wider alliances between unions and community organisations in others. While such developments are seen as new they aren't. Indeed, understanding of worker organisation is often ahistorical and even those understandings informed by historical research are, this book will argue, in need of revision. This book provides a new perspective on and new insights into how and why workers organise, and what shapes this organisation. The Origins of Worker Mobilisation will be key reading for scholars, academics and policy makers the fields of industrial relations, HRM, labour economics, labour history and related disciplines.

Equality, diversity and inclusion (EDI) have become features of organizations as a result of both legal and societal advances as well as neoliberal economic reasoning and considerations. While current research approaches frequently fall short of addressing the challenges faced in EDI research, this benchmark Handbook brings coverage of research methods in EDI up to date, and advances the development of research in the field. Bringing together well-known academics and researchers, this Handbook is a distillation of current and novel research in the field of EDI. Chapters present groundbreaking new research and methodological perspectives on international, regional and national issues, from equal opportunities and gender mainstreaming to managing diversity in legal, political and socio-economic contexts. Alongside this, the authors discuss new analytic directions to advance empirical EDI research. This Handbook will help to shape the present and future EDI discourse. The book is an invaluable addition to the current literature, particularly for students of EDI and researchers working in the fields of human resource management, strategic management and organization, and culture and change management as well as entrepreneurship and marketing. Contributors include: D. Atewologun, C. Baron, I. Bleijenbergh, E.H. Buttner, H.A. Downs, H. Eberherr, D. Foley, K.M. Hannum, E. Henry, J. Hofbauer, R. Hofmann, E.L. Holloway, C.A. Houkamau, M. Janssens, D. Jones, A. Klarsfeld, K. Kreissl, M. Lansu, J. Louvrier, K. Lowe, R. Mahalingam, A.J. Mills, J.H. Mills, S. Mooney, E. Ng, B. Poggio, N. Rumens, I. Ryan, B. Sauer, H.L. Schwartz, C.G. Sibley, A. Striedinger, P. van Arensbergen, I. Wasserman, J. Wergin, P. Zanoni

Although world-class firms like GE and Motorola have relied on Six Sigma to build their performance cultures, these processes are all too often left out of human resources (HR) functions. This lack of Six Sigma principles is even more surprising because preventing errors and improving productivity are so critical to the people management processes of hiring, retention, appraisal, and development.From the history and evolution of the Total Quality movement to initiatives for introducing a Six Sigma continuous process improvement strategy in your HR department, Achieving HR Excellence through Six Sigma introduces a new way to envision your role within the organization. It explains how this powerful methodology works and supplies a roadmap to help you find and eliminate waste in your HR processes.Describing exactly what HR excellence means, the book outlines dozens of proven approaches as well as a hierarchy of the exact steps required to achieve it. It illustrates the Six Sigma methodology from the creation of a project to its successful completion. At each stage, it describes the specific tools currently available and provides examples of organizations that have used Six Sigma within HR to improve their organizations.The text presents proven approaches that can help you solve and even eliminate people management problems altogether. Filled with real-world examples, it demonstrates how to implement six sigma into the transformational side of your organization. It also includes a listing of additional resources to help you along your Six Sigma journey.Explaining how to build a new business model for your HR organization, the book supplies the new perspective and broad view you will need to discover and recommend game-changing alternatives to traditional HR approaches in your organization.

This book explains various key concepts of internal marketing and its relation to human resource management, commitment, service quality, market orientation, etc. Various human resource models are insufficient to define internal marketing. Therefore there is a need to focus on the models and key concepts of human resource management and internal marketing and in what way they contribute to organizational success. It involves motivation, internal market research, internal communication, internal segmentation, employee retention, inter-functional coordination, and internal branding. The current need for human resource management is to link human resource management and marketing practices which are called internal marketing. Internal marketing plays an eminent role in organizational success. This book helps students, practitioners, start-ups, and educationists. This is a research monograph that will assist an organization to decide the future of human resource management as well as organizational development. This book is for marketing as well as human resource discipline, as internal marketing is the integration of marketing and human resource management. Due to new technology, globalization, and liberalization market need and demand are also changing, thus it is necessary to understand new trends in the application of human resources. Therefore, it is necessary to motivate and satisfy internal customers and make them market and skill-oriented.

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.

This new volume provides a broad yet in-depth examination of the workplace challenges faced due to COVID-19 through the lens of emotional intelligence and the roles of leadership. Offering multiple perspectives-theoretical, philosophical, qualitative, and quantitative, this volume brings together many voices from leadership experts on how to effectively apply emotional intelligence principles and strategies to navigate the mental and psychological challenges facing the workforce as well as those in management roles. The diverse range of topics address meeting the psychological and emotional health needs of the workforce and the varied roles of management and leadership. The book discusses the elements caused as a result of the pandemic, such as anxiety, depression, and stress; social distancing; financial difficulties; and the continuous spread of negative information through social media. The book offers creative strategies on How to use emotional intelligence as a tool to manage conflict, emotions, and behavior during crisis How to adapt-and even thrive-in the "new normal" How to gauge and enhance emotional resilience of leadership and the workforce How to practice ethical leadership in crisis management How to use mediative fuzzy logic to deal with inconsistent information providing a solution when contradiction exists How to encourage self-care approaches during the pandemic COVID-19 How to build a supportive organizational culture that helps to promote encouragement and acknowledgment, strong team connections, continuous education, and investments in staff development The volume takes into consideration the unique challenges of some specific sectors, including pharmaceutical, hospitality and tourism, and medicine and healthcare, higher education, and offers information on how to help gain a work-life balance. The thoughtful and creative studies and solutions presented in Emotional Intelligence for Leadership Effectiveness: Management Opportunities and Challenges during Times of Crisis will be of immense value to those in leadership roles in all kinds of workplaces. It will be valuable for human resource and organizational behavior management professionals, government policymakers, educators, and many others.

Business Principles for Landscape Contracting, fully revised and updated in its third edition, is an introduction to the application of business principles of financial management involved in setting up your own landscape contracting business and beginning your professional career. Appealing to students and professionals alike, it will build your knowledge of financial management tools and enable you to relate their applications to real-life business scenarios. Focusing on the importance of proactive financial management, the book serves as a primer for students in landscape architecture, contracting, and management courses and entrepreneurs within the landscape industry preparing to use business principles in practice. Topics covered include: Financial management and accountability Budget development Profitable pricing and estimating Project management Creating a lean culture Personnel management and employee productivity Professional development Economic sustainability.

This book, first published in 1987, gives valuable insights into the characteristics of employment in the hotel and catering industry and useful guidance on personal techniques. It deals with fundamental issues, such as personnel policy, as well as with practical techniques. Human Resource Management in the Hotel and Catering Industry has been written as an introductory text to human resource management in the hospitality industry. It is suitable reading for students, line managers and personnel managers in the many different sectors of the business.

Reputation Management is an established how-to guide for students and professionals, as well as CEOs and other business leaders. This fourth edition is updated throughout, including: new social media management techniques for the evolving age of digital media, and perspectives on reputation management in an era of globalization. The book is embroidered by ethics, and organized by corporate communication units, such as media relations, issues management, crisis communication, organizational communication, government relations, and investor relations. Each chapter is fleshed out with the real-world experiences cited by the authors and contributions from 36 leaders in the field, including The Arthur W. Page Society, the International Communications Consultancy Organization, the PR Council, CVS Health, Edelman and Ketchum. This was the first book on reputation management and, now in its fourth edition, remains a must-have reference for students taking classes in public relations management, corporate communication, communication management, and business. CEOs, business leaders, and professionals working in these areas find it a reliable resource for measuring, monitoring and managing reputation.

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.

The Islamic labor market rests on the principles of the free market exchange of Islamic economics. Regrettably, the latter has failed to keep pace with the rapidly growing academic and professional developments of the former. Much of the published work within Islamic economics is idealistic if not radically ideological with little relevance to the Islamic labor market, leaving students of Islamic economics without a coherent body of economic theory to understand the practical objectives of Shariah that gives a sense of direction to the developments in this field. Drawing upon received sources of goals of Shariah, the authors present an independent academic work which: Emphasizes the common conceptual grounds of labor market behavior shared by the objectives of Shariah approach as well as the conventional approach to economics. Adopts standard tools of contemporary economics to explain the industrial relations. Extends the conventional scope of the labor market and forces of the labor market under the umbrella of Shariah. Enables readers and practitioners of Islamic economics to make economic sense of Shariah compliance and human resource development. Explains how the economics of Shariah is liable to offer moral guidance and a sense of direction to regulators and practitioners of the Islamic labor market. Labor in an Islamic Setting will be of interest to postgraduate students, academics, middle and senior management in both the western and the Islamic business communities, researchers and policy makers.

Business Partners, Internal Consultants or Client Relationship Managers, the job titles vary but the fundamental requirements are the same. Business focused, value-driven HR is the future for the profession. Yet many, even within HR, doubt that many HR teams will be able to perform as business partners without acquiring new skills. In a recent survey, 80 per cent of HR directors said that they believed that their team needed to develop new skills to meet the needs of their organisation. The top five skills gaps they identified were: influencing and political skills; strategic thinking; the ability to deliver results to achieve a target; leadership ability; and business knowledge. But having the skills is not enough - applying them in the chaotic and frantic world of work while still delivering the transactional duties of HR is the real challenge. This toolkit helps you to first identify those skills gaps and develop your team's capability and then to apply those skills to become genuine business partners. The detailed diagnostic self assessments and development activities in "The HR Business Partnering Toolkit" help you and your team develop and improve the skills you need. The implementation models, process maps and case studies show you how to apply those skills to the real challenges facing your organisation. This toolkit shows you how to enable your HR team to deliver demonstrable value to your organisation.

Executives' morality and ethics became major research topics following recent business scandals, but the research missed a major explanation of executives' immorality: career advancement by "jumping" between firms that causes ignorance of job-pertinent tacit local knowledge, tempting "jumpers" to covertly conceal this ignorance. Generating distrust and ignorance cycles and mismanagement, this choice bars performance-based career advancement and encourages immoral careerism, advancing by immoral subterfuges. Such careerism is a known managerial malady, but explaining its emergence proved challenging as managerial ignorance is covertly concealed as a dark secret on organizations' dark side by conspiracies of silence. Managerially educated and experienced, Dr. Shapira achieved a breakthrough by a 5-year semi-native anthropological study of five "jumper"-managed automatic processing plants and their parent firms. This book untangles common ignorance and immoral careerism, concealed as dark secrets by executives who "rode" on the successes of mid-level "jumpers" who high-morally risked their authority and power by admitting ignorance and trustfully learned local tacit knowledge. The opposite choice tendencies accorded power, authority, and status rankings, which made practicing immorality easier the higher one's position, suggesting that the common "jumping" between managerial careers nurtures immoral executives similar to those exposed in the recent business scandals.

This book is a practical guide for managers to increase and support employee engagement through stronger performance management tools and techniques. In this second edition, Edward Mone and Manuel London incorporate new developments in the field, including discussion of issues about the value of challenging goals, annual formal appraisals, forced ranking, and ways to give constructive feedback. The authors expand the traditional notion of performance management to include building trust, creating conditions of empowerment, managing team learning, and maintaining ongoing straightforward communications about performance, all of which are critical to employee engagement. Case studies offer concrete examples, and checklists and surveys supply managers with ways to assess employee engagement as well as directions for increasing engagement. An up-to-date, straightforward guide, this book is appropriate for graduate students in Employee Engagement, Human Resources, and Management Studies, as well as scholars and practitioners in those fields.