Senior Executive Assessment is a concise and practical guide that demystifies assessment that is conducted at the senior-executive level. Defines Senior Executive Assessment, describes its benefits, and explains how it differs from assessment at lower levels Discusses how significant shifts in markets and business models can require a change in the characteristics needed in senior executives Provides a practical model with suggestions for assessing senior executives Offers guidelines for determining what assessment methods to use in an organization Examines practical considerations in how to choose professionals to conduct senior executive assessment

Leadership is not a role reserved for presidents, prime ministers, and CEOs. All of us have the opportunity to be leaders, inspiring others while encouraging them to improve themselves in so many ways. Parents, managers, coaches, union leaders, church volunteers, and many others can be incredibly uplifting and inspiring. It's really not that complicated. What will you do to be a better leader for your workplace, your family, or your community?

This book introduces readers to essential facilitation techniques for leadership in the contexts of project and network management. It provides method-based messages, a facilitator curriculum, and a veritable arsenal of 50 carefully selected and 'reality-tested' tools for facilitation in non-hierarchical contexts. As such, readers will benefit just as much from learning by doing as from doing by learning. This book is also intended for all managers who are responsible for successful communication and co-operation in projects in and across organisations or networks of organisations, and who want to know how to share their plans effectively and improve collaboration. Though the book employs scientific principles, it is chiefly a practical guide, and draws on the authors' extensive experience in consultancy and management.

Effective Human Resource Management (HRM) methods are essential in tackling today s employment challenges and changes. As Small and Medium Enterprises (SMEs) continue to flourish, identifying HRM strategies and practices are necessary for these organizations to obtain a competitive management model. Effective Human Resources Management in Small and Medium Enterprises: Global Perspectives addresses the issues of HRM in SMEs by providing a channel of communication to disseminate knowledge; including management philosophies, culture, and management practices. With innovate theories and the latest research, this book is useful for academics, researchers, managers, engineers, and other professionals interested in matters of HRM, specific to SMEs in both private and public sectors."

This book is the first in a series on Chinese management based on the Global Chinese Management Conferences (from 2015 to 2017), an annual conference organized by the Sun Tzu Art of War Institute. The first volume is by FOO Check Teck, professor at Fudan and Hunan University and founding editor of Chinese Management Studies (SSCI), who encourages readers to broaden their minds to embrace the Universe as a Community. The book argues that the lives of all beings are worth preserving and urges the academic community to recognize the ideologies at heart of management and to see research as a deep, reflective thinking process that goes far beyond the testing of hypotheses - great works, lasting 2,500 years are the result of deep reflection upon experiences. It also calls for the re-framing of management integration of a variety of ideological strands, typically in topics in MBA or MPA programs: earnings, mobility of human capital, complex adaptive systems, HRM (in small high-tech firms), technology standardization, Xin (trust: labor relations), multi-leveling, re-forming (hospitals), He-Xie (doctoral work), upgrading (automobile industry). The major consequential consideration must be what it means for people.

A volume in Research in Careers Series Editors S. Gayle Baugh, University of West Florida and Sherry E. Sullivan, Bowling Green State University The first volume of the series, Maintaining Focus, Energy, and Options Over the Career, examines how individuals enact and keep their career vital over their work life. Awarding-winning, internationally renowned researchers, including Daniel Feldman, Jennifer Deal, Phyllis Tharenou, and Terry Beehr examine the dynamic nature of contemporary careers and how careers change as individuals change in response to such factors as aging, learning, experience or contextual changes. Volume 1 includes theoretical perspectives on maintaining personenvironment "fit" over the course of the career, the shifting constellation of developmental relationships over time and place, a new framework for examining midcareer renewal, a reconceptualization of the retirement transition, and potential gender differences in self-initiated international careers. Empirical studies in volume 1 examine provocative questions including: Is the traditional career really dead? Are there significant generational differences in learning and development? Can career plateauing be positive for the individual or the organization? The focus throughout this volume is on how careers unfold over time and how individuals remain productive and successful as they navigate career changes.

This is the first book to comprehensively analyze key issues regarding innovation, entrepreneurship, and human resource development in the Japanese agricultural sector. Despite the fact that innovation and entrepreneurship are vital to the development of modern Japanese agriculture, there have been comparatively few studies in this field; in addition, they have been virtually none on measures for developing entrepreneurial human resources or innovation in agriculture. The agricultural sector's declining competitiveness and sustainability as an industry in Japan are serious concerns, especially in combination with an aging labor force and decreasing farmland. To date, Japanese agricultural policies have largely concentrated on accumulating farmland and securing a sufficient agricultural labor force. However, from the perspectives of industrial and regional development, policies focusing on creating innovation, the driving force of economic development, have been recognized as being more effective. Moreover, there have been some recent developments concerning innovation and entrepreneurship in various regions of Japan. This book provides a wealth of significant findings from studies on successful cases involving e.g. agricultural clusters, agriculture-commerce-industry collaborations, networking, franchising, and corporate entry-induced innovation utilizing limited regional resources; and how they have contributed to the development of each region. The interrelationships between innovation, entrepreneurship, and human resource development are then clarified, and effective policies to promote Japanese agriculture and rural areas are suggested. Given its scope, the book contributes to the advancement not only of farm management science, but also of regional science and related fields.

Branding and human capital are considered a firm's most important assets, and the development of these intangible assets is a particularly challenging and important management task for human resource managers and marketers. Employee-based brand equity is a key advantage for the organization and an important part of the brand-based evaluation. To develop an effective and strong employee-based brand equity, firms need to focus on the perceptions of employees and promote positive attitudes about affiliation with the firm. Antecedents and Outcomes of Employee-Based Brand Equity explores the antecedents and consequences of employee-based brand equity from different perspectives and different artifacts of employee-based brand equity. This book highlights the importance of brand equity from a human resource management perspective. It further highlights the ways in which brand equity can be fruitful in understanding and learning different theories and concepts with the interaction of different industries and culture. Covering topics such as employee retention, psychological capital, and brand experience, this premier reference source is an indispensable resource for corporate offices, human resource managers, business leaders and managers, governmental organizations, marketing professionals, customer service professionals, libraries, students and educators of higher education, researchers, and academicians.

With the demise of the polygraph following the passage of the Employee Polygraph Protection Act, honesty testing has come to be seen as an alternative approach. But it has become the subject of considerable controversy, some legal enactments, a barrage of union opposition, and a great deal of employer interest. Miner and Capps provide an understanding and the tools necessary to help human resource managers make decisions regarding the use of honesty testing. Generic types of testing instruments are assessed; the writing is straightforward, with all statistical and mathematical concepts presented with sufficient detailed explanation for those without technical training.

The employers' need to protect their organizations and reduce the potential for theft and white-collar crime versus the individual's right to privacy are polarized issues in discussing the use of honesty testing. The authors deal with the restrictions imposed by the Civil Rights Acts of 1964 and 1991 and show that certain features of test scoring were directly influenced by legal considerations. The authors then extend the discussion to the Americans with Disabilities Act and how this enactment affects honesty testing.

As the way work is done changes and as organizations flatten themselves down in response to demands posed by the new global economy, managers on the front lines, where some say the real work is done, need a broader set of skills than ever before. They must learn to see their jobs differently--to become tougher and more durable--but they must also become more flexible in how they interact with the organization itself and its changing work and economic environments. The authors emphasize key tasks that front-line managers must do today, such as strategic planning, budgeting, quality management, and benchmarking, and how they must focus attention on their customers, until now far removed and perhaps out of mind. They must also recognize the need for effective information systems and find ways to align their immediate work units with larger organizational strategies and processes. In short, the authors offer essentially a new paradigm for the way management should now be practiced in a far-ranging book that today's managers will need to keep pace with changes that could threaten their careers, and a book that offers others on the way up a way to start their own careers on the right foot.

Becoming an effective front-line manager starts with understanding the job. The authors begin with a comprehensive look at what it means to be a front-line manager and the special challenges they face. They must become all things to all people, say the authors, and at the same time consider other, perhaps unfamiliar challenges, such as safety and health concerns. Front-line managers today must also learn to grow and adapt to changing work environments. The authors present an extensive view of these new tasks and roles and detail the ways in which front-line managers can address and overcome the obstacles they will find. The book is a readable, thought-provoking study of special interest to teachers of general management courses on the undergraduate and graduate levels.

Events on Wall Street and Main Street reveal that some business leaders make dramatically unethical self-serving decisions that ignore the public interest. How can business schools educate future business leaders to make ethical decisions? Unfortunately, most business schools fail in teaching ethical decision-making. They erroneously assume that such decision-making is primarily conscious and reason-based, reflecting the western cultural orientation toward science and logic. In this book, Thomas Culham cites neurological findings showing that unconscious processes and emotions play a much more significant role than reason in making ethical decisions. Culham urges business schools to teach a modified form of emotional intelligence, linked with research-supported contemplative practices from the great meditative traditions. This book details the author's ethics curriculum and explains its successful application at the Sauder School of Business at the University of British Columbia. This fascinating, interdisciplinary, and highly practical curriculum integrates philosophy (virtue ethics), Daoist thinking, psychology, and neuroscience. This curriculum intends to transform the way business schools teach decisionmaking. Such an effort might just transform the way we do business.

In this volume, the Society for Industrial and Organizational Psychology provides managers with the practical guidance they need to make decisions about the crucial process of employee selection in today's changing business environment. An outstanding group of contributors--each with direct experience creating effective selection programs for contemporary organizations--makes applicable proven strategies for the design and management of the selection process. They examine selection management in its organizational, social, and legal contexts and help human resource professionals forge links between selection and other critical HR functions such as training, development, recruitment, and resourcing.

The term organizational advocacy offers a new way to look at the interaction between people and their organizations. What each of us thinks, says, does in the workplace, and the things we appreciate and the things that displease us-- according to organizational advocacy--really matter. Organizational advocacy puts responsibility and accountability for achievement where it should be, not with some distant manager but on us as individuals. Seiling's book is an easily understood tour of this challenging new concept and how it works from the ground up. Seldom has it been made so clear, as Seiling does here, that we and our organizations really are one.

Seiling begins by introducing organizational advocacy and its foundation upon task performance and partnering relationships. Seiling agrees that readers will have questions and concerns, and that barriers to just understanding OA, let alone using it, do exist. She maintains that the activities contributing to or among high performance systems have been ignored in the past. Management simply assumed that the people they hired were automatically contributive and automatically capable of productive relationships. This serious misreading leads to misunderstood expectations of people, disconnection from the organization, and eventually to deteriorated productivity. Seiling summarizes all this in six subsets, making clear that personal responsibility, distributed accountability, and shared leadership are vital to an organization's health and performance. Using cases drawn from some of the nation's most respected companies and public organizations, Seiling makes an important contribution to the practice of human resource management, and to executive understanding of how to make organizations more productive.

This book comprehensively describes social responsibility and sustainable development, with contributions from scientists and representatives from industry working in the field. The papers are innovative, cross-cutting and many share practice-based experiences, some of which may be replicable elsewhere. Prepared by the Inter-University Sustainable Development Research Programme (IUSDRP) and the World Sustainable Development Research and Transfer Centre (WSD-RTC), it reiterates the current need to promote social responsibility. Social responsibility and sustainable development are two different concepts, whose integration over the years has led to significant advances in the way enterprises see and perceive their operations. It is not only about policies or steps taken to meet legal requirements, but is also about social equality and environmental accountability, also bearing in mind the links with eco-efficiency, innovation, and the health and wellbeing of workers. According to ISO 26000, social responsibility is the responsibility of an organisation for the impacts of its decisions and activities on society and the environment, through transparent and ethical behaviour that: a) contributes to sustainable development, including health and the welfare of society b) takes into account the expectations of stakeholders c) is in compliance with applicable law and consistent with international norms of behaviour d) is integrated throughout the organisation and practised in its relationships. But even though the relations between social responsibility and sustainability are strong, it is still necessary to encourage organisations to adhere to, or at least follow the principles of sustainable development in their operations, giving something back to the community. As such, there is a need for a better understanding of how social responsibility is related to sustainable development, and of the identification of processes, methods and tools that may help the integration of these two important elements. There is also a real need to showcase successful examples of how to structure behaviour and institutional practice in line with the sustainability challenges we face today. Chapter [Reviewing the Stakeholder Value Creation Literature: Towards a Sustainability Approach] is available open access under a Creative Commons Attribution 4.0 International License via link.springer.com.

This book examines the characteristics of sustainable remote health workforces and how management practices influence workforce sustainability in remote regions. It introduces the Integrated Human Resource Management (HRM) Framework for sustainable remote health workforces, providing a contemporary approach to remote health workforce sustainability. The book particularly focuses on the influence of localised management practices on workforce sustainability. For geographically remote managers, the book offers evidence-based information for developing effective management practices drawn from three separate, yet related research studies. This book will be of interest to managers and aspiring managers, working or planning to work in geographically remote regions across the globe. The book provides insight into the human resource management challenges for remote managers, and provides resources and practical management tools as well as suggestions about how managers can create their own localised management practices.

A priceless resource for seasoned as well as first-time executives, this is the playbook that explains how to recruit better people and build stronger, more effective teams. Executives are highly motivated to get better at hiring because they know the ability to consistently identify and recruit the right people is critical to the success of their businesses-and their personal advancement. But hiring people isn't taught in business schools or executive development programs. This book provides the sorely needed and essential practical instruction that executives are not receiving elsewhere, supplying a step-by-step guide for those who want to excel at attracting and identifying talent. Covering everything from the basics of defining a job to the intricacies of managing internal politics, this no-nonsense book provides a clear roadmap through the often-daunting and pitfall-laden recruiting process. In addition to explaining how to get it right, the book provides the information and guidance readers need to identify and fix the most common problems that doom hiring efforts to failure. Debunking the idea that "some people are just great recruiters and some aren't," the author clearly identifies the steps that anyone can take in order to master the art-and science-of recruiting. Provides a step-by-step guide to recruiting better people, right away Presents clear, practical, and immediately actionable advice instead of wasting the reader's time with text dedicated to explaining theory in extensive detail Reviews the most common recruiting mistakes and describes ways to avoid or correct these errors Enables readers to immediately improve their hiring effectiveness and over time to develop the intuitive feel for recruiting that makes them expert recruiters Supplies the straightforward advice executives need to build great teams that will deliver superior revenues and profits for their businesses-an outcome that will accelerate their own careers

Not many people are satisfied with the leaders we have in the public and private sectors. We are suffering from a severe lack of good leadership-even though billions of dollars per year are spent on leadership training and development.

The root cause of this leadership vacuum is that leadership gurus firmly believe, teach, and preach that anyone can be "made" into a leader with the right training, personal desire, and commitment. With this premise, they've approached leadership as a commonplace and elementary skill that anyone can learn. There's just one problem: they're wrong.

In this guidebook on leadership, you'll learn about all aspects of leadership, including:

how to look past personality profiles, leadership models, and traditional assessment tools to grasp what makes a great leader;

how to identify and select natural born leaders to achieve your objectives;

how to deal with poor leaders who hurt you and your organization.

"Leadership DNA" examines the false premise that anyone can be a leader and provides insights and tools that lead to a better system of identifying, selecting, and developing born leaders.