The Handbook of Mediation gathers leading experts across fields related to peace, justice, human rights, and conflict resolution to explore ways that mediation can be applied to a range of spectrums, including new age settings, relationships, organizations, institutions, communities, environmental conflicts, and intercultural and international conflicts. The text is informed by cogent theory, state-of-the-art research, and best practices to provide the reader with a well-rounded understanding of mediation practice in contemporary times. Based on four signature themes-contexts; skills and competencies; applications; and recommendations-the handbook provides theoretical, applicable, and practical insight into a variety of key approaches to mediation. Authors consider modern conflict on a local and global scale, emphasizing the importance of identifying effective strategies, foundations, and methods to shape the nature of a mediation mindfully and effectively. With a variety of interdisciplinary perspectives, the text complements the development of the reader's competencies and understanding of mediation in order to contribute to the advancement of the mediation field. With a conversational tone that will welcome readers, this comprehensive book is essential reading for students and professionals wanting to learn a wide range of potential interventions for conflict.

As evidence builds that the Theory Y model of management, built on commitment and involvement, is far more successful in the workplace than the bureaucratic and authoritarian Theory X model, organizations seek new and more specific guidance in how to reinvent themselves into the Theory Y mode. Schuster outlines a step-by-step process to transform management theory into practice--he calls it Strategy A. As proof that the process works, he describes one firM's five-year-long intervention, in which Strategy A was applied with dramatic success. Other examples of Strategy A's successes are recounted here: how it worked in companies like Hewlett-Packard, IBM, Disney, and elsewhere. Executives in the private and public sectors will find this a necessary resource to help them guide their organizations into this newly appreciated management style, while their academic colleagues will find new ways to communicate to their students its impressive benefits.

Part I delineates the foundation and definition of Strategy A. Chapter 1 describes organization culture and why it is an important determinant in organization performance. Schuster then explains the urgency of devising methods for improving productivity and competitiveness, summarizes results from his study of Fortune 1300 largest companies, and introduces Strategy A as an intervention process. Reviewing the work of other researchers, Schuster examines several successful contemporary American firms utilizing Strategy A, and then presents the results of his own research of one particular firM's performance. In Part II Schuster examines the principal steps in the application of Strategy A, discusses their rationale, and shows how other American firms have benefited from them.

In this book, Korean multinational enterprises management strategies in China are analyzed. China is re centering Asia around its newfound economic might, even as neighboring countries such as Japan and Korea will remain more economically developed for generations to come. How do Asian companies adapt to the Chinese market? In this fascinating study, Haiying Kang and Jie Shen investigate how Korean enterprises have adapted human resources practices to the evolving corporate climate in China. Unorthodox blends of culture, legal expectations, and more make the market a truly interesting one to explore HRM practices on the margins. Compelling for academics in HRM but also related social sciences, HR practitioners, and corporate leaders alike, this book is a timely look at new Asian corporate cultures.

This volume explores the concepts, themes, methods, and procedures of organization staffing. As author Aharon Tziner notes at the outset, although organizations usually attempt to predict the likely future performance of each applicant in terms of productivity, rarely do they consider the likelihood of the applicants finding gratification in their work-related needs and aspirations. Organizations which fail to consider these needs in the initial hiring process run the risk that extremely talented staff may eventually abandon the organization because of a lack of personal fulfillment. The short--and long-term consequences of these erroneous staffing policies range from decreased staff morale and efficiency to seriously impaired profitability. Tziner here offers a functional and integrated conceptual framework that enables organizations to maximize the probability that staffing decisions will result in optimal work adjustment and the enhancement of organizational productivity.

Tziner begins with an overview of the theoretical foundations of organizational staffing and a discussion of some basic concepts in the field. Subsequent chapters examine the process and methods of job analysis, predictors and measuring tools, and the staffing process. A separate chapter on staffing methods and instruments covers biodata, reference checks, the interview, psychological tests, graphological tests, situational tests, assessment centers, and peer evaluation. The following group of chapters address the cost of personnel programs, performance appraisal systems, work adjustment, and work-related attitudes. In the final chapter, Tziner shows the reader how to recognize the symptoms of work maladjustment. Numerous figures and tables illustrate points made in the text. Four appendices include additional helpful information such as guidelines for a structured interview and examples of performance appraisal rating formats. Industrial and organizational psychologists as well as human resources professionals will find Tziner's work an enlightening and practical guide to a long-overlooked aspect of the organization staffing process.

This edited volume focuses on innovative solutions to the debate on human thriving in the fast emerging technology-driven cyber-physical work context, also called Industry 4.0. The volume asks the important question: How can people remain relevant and thrive in workplaces that are increasingly virtual, technology-driven, and imbued with artificial intelligence? This volume includes two major streams of discussion: it provides multidisciplinary perspectives on what thriving could mean for individuals, managers and organisations in current and future non-linear and Web-driven workspaces. In this context, it points to the need to rethink the curricula of the psychology of human thriving so that it is applicable to Industry 4.0. Second, it discusses the new platforms of learning opening up in organisations and the ways and means with which people's learning practices can be adapted to changing scenarios. Some of these scenarios are: changing job designs and talent requirements; the demand for creativity; the need for virtual teams and intercultural collaborations; and changing emotional competencies. This topical volume includes contributions by scholars from across the world, and is of interest to scholars, practitioners and postgraduate students of psychology, organizational behaviour and human resource management.

"Unquittable" presents a from-the-trenches guide to the most effective tools, strategies, and processes for attracting, developing, and retaining talent in your organization. Informed by the author's work helping hundreds of companies become more talent-minded, the hard-won techniques outlined in this book can be adapted for organizations of any size and deliver extraordinary bottom-line improvements with relatively little up-front investment. Laugh-out-loud stories of how to implement, and just as important, how NOT to implement talent strategies, bring to life some of the personalities and issues (both good and bad) employers can expect. Winning the war for talent requires more than good intentions-success requires conviction, investment, confidence, and time-and Unquittable delivers an engaging compendium of proven solutions to the most challenging and urgent issues facing anyone who hires and manages people.

Leaders and Managers want quick answers, quick ways to reach solutions, ways and means to access knowledge that won't eat into their precious time and quick ideas that deliver a big result. The Little Book of Big Coaching Models cuts through all the noise and gives managers access to the very best coaching models that they need to get the best from their team Every model is quick and easy to read and delivers the essential information and know-how quickly, efficiently and memorably.

"HR Global Challenges" offers a step-by-step plan for a developing nation to compete more effectively in an ever-changing global economy. The key is to create innovative strategies and seize the advantage of its most precious resource-its people. Drawing on more than twenty-eight years of experience in human resources, Syed Imtiaz Hussain addresses the economic hardships of unemployment in developing countries. Especially in Pakistan, HR departments in many organizations are small in size and low in status. Their functions are viewed as relatively unimportant. But as HR workers become increasingly vital in today's global economy, Hussain believes that this pattern will change. Hussain directly addresses the critical challenges that test CEOs in the following areas: Organization structure Technology Knowledge management Recruitment Performance appraisal Training and development This inspiring guide is a must-read for human-resource professionals, CEOs, and top-echelon business managers, academics, and political leaders in South and Southeast Asia, the Middle East, and other developing nations worldwide. If you are a human resources practitioner, this upbeat advice will lead you to reevaluate your strengths, think outside the box, and shape the future.

This text is a lively, well-written, and carefully illustrated guide to the mysteries and mystique of how people are compensated for their efforts in all types of organizations. With clear discussions of what works, what doesn't, and why, this intensely practical handbook it covers such topics as job evaluation; job pricing; employee benefit programs; pay for performance; and the compensation of executives, sales personnel, and international employees. Executives and managers with no special training in pay determination and management will find it an easily accessible handbook that not only makes clear how compensation systems are conceived and developed but most importantly, how they are implemented and administrated. Its logical presentation and full coverage makes the book valuable as a text for upper-level college students as well as a solid instructional resource for teachers.

The authors open with an overview of compensation and its role in organizations and then move to the legal environment in which compensation is embedded and the laws that govern it. They describe current and traditional views of motivation and elucidate the importance of job analysis and its end products--job description and job specification. The role of compensation surveys and their use in assigning monetary rates to jobs are discussed. A topic of special interest to executives in New Economy organizations will be the purpose and importance of benefits, particularly indirect monetary compensation, stock options, and other pay for performance incentives. Caruth and Handlogten address the challange of compensating teams and pay special attention to the, often unique, problem of compensating uppermost management, sales people, and employees abroad. The text concludes with practical suggestions for the on-going maintenance and management of compensation systems and how to adapt them to changing organizational circumstances.

Why does management encounter people problems whenever organizations attempt to change? Green and Butkus say this occurs because organizations overlook one of the most critical problems of change: how employees react it emotionally. Change is not about work processes or information systems alone. It is also about what people believe and feel--emotions such as anger, anxiety, confusion, and fear. Yet managers are usually unaware of these things, and those who are aware usually lack skills to manage these emotions effectively. They tend to rely on traditional incentive systems, which usually do not work. What does work? The one approach that has been applied consistently with positive results is Green's belief system of motivation and performance.

Green and Butkus show how the belief system helps to bring negative feelings and convictions to the surface. They provide ways to identify the underlying emotional problems and find effective solutions. The belief system works, say the authors, because it goes directly to the source of the problem--employees themselves--to discover why motivation and performance problems occur and what can be done to solve them. This book describes applications of the belief system in a variety of work situations, including a recent effort at organizational transformation with AT&T's Business Communications Services (BCS) Division. It outlines in detail the process that BCS used to implement the belief system, starting at the highest management levels and cascading down to the organization's front lines. With a clear exposition of the belief systeM's theoretical underpinnings and nuts-and-bolts methods, Green and Butkus provide executive decision makers and planners throughout the organization with critical insights into the pitfalls in the implementation process and workable guidance on how to avoid them.

Twenty-eight nationally recognized authorities on various aspects of fair employment laws and practices provide sound, innovative, state-of-the art procedures to select job applicants and predict their success. Written by personnel psychologists, attorneys, and human resource specialists, the book helps executives reduce adverse impacts on minorities, women, and older and disabled workers while providing them with the means to develop, evaluate, and if necessary participate in the litigation of employee selection procedures. It will also provide understanding of the ways that personnel psychologists construct and validate tests and how adverse impact is evaluated and interpreted by the Supreme Court. This is an accessible, hands-on resource for executives in various capacities, students in fields related to employee selection, and attorneys concerned with fair employment litigation.

Dr. Barrett points out that human resource people need to learn more about the selection procedures that fairly and accurately identify the most talented members of the applicant pool. Baffled by the way personnel psychologists do their testing, they need ways to evaluate for themselves what the psychologists are telling them. Those who are already familiar with the tools of testing, such as psychometrics, statistics, and test construction, need understanding for how these tests are related to fair employment. Lawyers involved in fair employment litigation need information on how these tools and tactics can be used in the preparation of cases. Dr. Barrett's book provides this information in chapters devoted to the development of fair employment law, ethical standards relating to fair employment testing, standards for job relatedness of selection procedures and the variety of selection procedures available. The book also covers gender issues, the role of the EEOC and other government agencies, the Americans with Disabilities Act, and of special value to HR professionals and executives in other capacities, a checklist to help evaluate the fairness and validity of tests.

This book introduces the reader to the management consultancy technique of Organizational Role Analysis--a technique with the immensely practical purpose of helping managers to stay "in role and on task." As such, it provides a coherent, superbly illustrated framework for in-depth coaching. The ORA method is grounded in a process of consultation that derives from the conjunction of open systems theory, and psychodynamic understandings of human behavior. It enables the collaborative resolution of the mental and emotional tensions represented in the client's work role as he/she strives to manage the dynamics between the organization-in-the-mind and the organization-in-reality.While the method of Organizational Role Analysis presented in this book has been evolving for three decades, published accounts of the work have been sparse, spasmodic, and relatively obscure. This book brings together the work of experienced practitioners from around the globe who illuminate the guiding concepts with lively, practical examples that illustrate the variety of ways in which managers can receive coaching in-depth. These accounts are complemented by an extensive bibliography for further reading.Contributors: John Bazalgette, Ullrich Beumer, Hanna Biran, Irving Borwick, Jane Chapman, Laurence J. Gould, W. Gordon Lawrence, Susan Long, Rose Redding Mersky, John Newton, Bruce Reed, and Burkard Sievers

"Fort Rules: A Guide to Getting Along" provides a set of guiding principles for all of life's relationships. A gang of kids built a fort and, in the process, identified a few basic rules necessary to establish order from chaos. The "rules" were discovered in the children's secret Fort Book. Hollen applies these rules to real-life adult scenarios and explains why these simple guiding principles can be difficult to implement.

Ten simple rules guaranteed to ensure the success of your team

""Fort Rules" is a succinct, powerful and warm interpretation of the clarity of vision set down by Richard's children and their friends. This is not just another cute, childish business fable. Hollen instills his incredible experience and creates a practical guide to interpersonal relationships in business and real life that you can put into practice immediately. We could all profit by making the Fort Rules part of our next business plan or HR policy "

-Jim Bouchard, America's Black Belt Powervator; Speaker, Coach & Author of Dynamic Components of Personal POWER Visit him at www.JimBouchard.org

"HolIen hit a home run with his book Fort Rules. Along the same lines as the "One Minute Manager" and "Who Stole My Cheese," this book can be read in a sitting. The author takes ten simple rules created by a group of children, who built a fort, and felt they needed some rules to live by... and immediately saw how to, simply and succinctly, apply these same rules to improve your everyday life and business. What I really like about this book is that it can either be read in one sitting or each of the ten fort rules can be studied, learned and applied for a day or week at a time until they become part of your daily routine. If more people would "buy in" to these rules, the world would be a better place. Great job on this book "

-Robert A. LaBrie, Jr., President, Maximum Potential. Visit him at www.maxpo-nlp.com

Written for human resources and training professionals, this book addresses a recurring problem for managers and corporations: how can we efficiently, cost effectively, and humanely motivate employees to work at or near their top potential? Arguing that opportunities to heighten employee motivation are often missed when managers rely on overly simplistic theories of human motivation, Grant develops his own multifaceted Effort-Net Return Model and offers a sampling of over 200 prescriptions for motivating employees that can be derived from the model. The model itself is based upon four basic principles, each grounded in research and each of which has supporting propositions which determine the motivational prescription to be employed. Because the motivational prescriptions indicated can be easily tailored to the recipient's own personal value system, the model is applicable across a broad spectrum of employee groups.

Grant introduces and describes the Effort-Net Return Model in Chapter One, demonstrating its superiority over previous models which rely on the application of restrictive formulas and constructs to determine motivational strategies. The next four chapters address in turn each of the four principles upon which the model is based and their supporting propositions. In these chapters, Grant also provides a representative inventory of the kinds of avenues managers can pursue to enhance employee motivation. Throughout, Grant emphasizes the impact of individual differences on the end results to be expected from a given motivational prescription, cautioning the reader to take these differences into account when beginning to put together a motivational plan. The final chapter presents real-world case problems, together with analyses and suggested prescriptive packages, to enable the reader to move from theory to actual practice. Numerous exercises and application instruments are also included to help the manager apply the Effort-Net Return Model in the workplace.

This volume of Eurasian Studies in Business and Economics includes selected papers from the 24th Eurasia Business and Economics Society (EBES) Conference, held in Bangkok. The theoretical and empirical papers gathered here cover diverse areas of economics and finance from different geographic regions; yet the main focus is on the latest findings on labor markets and their interactions with competitive environments. The volume also includes meso-economic studies that analyze individual companies, economic and financial environments, particularly with regard to human resource and financial risk management.

A pervasive disconnect exists between the job/career culture and the present economic reality in America. This book offers powerful strategies for stemming the employment crisis and proposes comprehensive solutions for businesses, government, and job seekers alike. More than 30 million Americans are unemployed, underemployed, or have given up on looking for a job. Undoubtedly, the massive economic downturn after the financial crisis of 2007-2008 is a key factor in this situation. But the U.S. job market has stalled because our nation is failing to produce workers with the right skills, not because we cannot create enough jobs for the workers. Future Jobs: Solving the Employment and Skills Crisis offers an economic and historical perspective on the evolution of jobs and careers, explains how technology has permanently altered the U.S. job/labor market, and provides practical information for businesses seeking qualified workers, educators preparing students for careers, unemployed or underemployed individuals, and those interested in changing careers. The book examines the problem of the mismatch between individuals' skills and employers' job needs from the perspectives of both employers and employees or prospective employees, offering comprehensive regional solutions to the issues each group faces. The author reveals the most promising jobs and careers of the next decade for early-career job seekers and workers with established careers looking to change their path, and provides potential solutions to the jobs and skills disconnect in America, including education reform, business and government policy changes, and regional public-private partnerships. Explains how the current job skills crisis stems from a broad structural failure of the education-to-employment system and has sweeping societal and economic consequences Identifies the "hot jobs" of the current decade and the requisite skills and educational preparation needed to obtain them Describes how digital technology has permanently altered the nature of the U.S. and global job/labor market Provides information critical to a wide audience: businesses seeking to fill vacant jobs, community organizations and governments trying to attract new enterprises and retain current businesses, educators preparing students for careers, and students and parents concerned about job and career options