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.

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.

How we recruit future healthcare professionals is critically important, as the demand for high quality healthcare increases across the globe. This book questions what the evidence tells us about how best to select those most suited to a career in healthcare, ensuring that the approaches used are relevant and fair to all who apply. The editors of this collection take a comprehensive look at the latest research surrounding recruitment and selection into healthcare roles. Each chapter is authored by leading experts and, using international case material, the practical implications for workforce policy are explored. They review the key stages in designing effective selection systems and discuss how best to evaluate the quality of selection processes. Evidence from role analysis studies as well as the effectiveness of different selection methods including aptitude and situational judgment tests, personality assessment and interviews are examined. Chapters also cover approaches to student selection and recruitment for postgraduate trainees through to senior appointments. Finally they highlight contemporary issues in recruitment, including the use of technology, selecting for values, candidate perceptions, coaching issues and how best to promote diversity and widening access.

China is undergoing a dramatic transition from the old to the new as the country integrates into global product and labour markets. Managing Human Resources in China examines the emergence of new and hybrid forms of employment practices within Chinese Multinational Corporations (MNCs) from the perspective of local stakeholders. These include managers, workers and government officials, who take part in strategic planning and policy implementation whilst coping with the pressure of an ever-changing environment. Working in and observing four foreign-invested manufacturing plants located in one of China's new industrial clusters, Yu Zheng offers a fresh perspective on the management of MNCs. The voices of employees have not been heard before, yet they are the critical actors in China's transformation through foreign direct investment. This book explores the pains and gains, achievements and setbacks of managing the Chinese workforce, which is ever pragmatic, increasingly assertive and constantly evolving.

Addressing the area of shared leadership, also known as collective or distributed leadership, this edited book embraces the underlying idea that leadership is a dynamic process that intersects closely with followership. While some authors present rigorously researched qualitative and quantitative case studies that investigate the dynamics of followership in distributive leadership in terms of collective decision-making, leadership identity, roles and demographic composition of groups in a variety of settings, other authors take a critical look at distributed leadership models by viewing them through the lens of nature and ecosystems as well as human development processes. The chapters aim to inspire readers to challenge the current definition of leadership and explore more inclusive and holistic paradigms. Distributed Leadership provides a comprehensive and constructive contribution to the field of leadership and will be an essential read for academics and scholar-practitioners interested in business management.

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.

Examining the importance of cultural attitudes on human resource practices, this book addresses an important, but often neglected aspect of cross-cultural leadership. First providing an overview of globalization processes and a description of the global mindset concept, the author discusses how the mindset of a manager can influence cross-cultural leadership behavior and behavioral intentions. Global Mindset and Cross-Cultural Behavior: Improving Leadership Effectiveness shows how an intercultural and global approach improves managerial attitudes towards different cultural values, intercultural interactions and motivation. Using a behavioral intentions model to provide a tool for predicting cross-cultural leadership behavior, the author demonstrates how this can be applied to human resource strategy and practice.

This book addresses the considerations and factors that accounting professionals should take into account when pivoting from practice to higher education, think tanks, or other non-practitioner roles. Breaking down this transition, the book addresses issues connected to the types of job opportunities, where and when these opportunities might arise, and how any practitioner can reimagine their professional persona. Crafted from a first-hand perspective, the advice and anecdotes included throughout the book add a tangible and real-world feel to the concepts and ideas discussed in this book.

This book explains how gamification, specifically enterprise gamification, can help mangers in multiple areas within an enterprise to improve attrition. Employee Engagement is an important component to foster employee relations with the organization. Gamification by its inherent design helps to increase engagement within an enterprise. Several successful case studies in Gamification are presented, which present new practical tips for Gamification for IT Management. By introducing general IT management concepts related to the specific environment managers work in, the authors then detail the benefits of introducing gamification in this very environment to resolve business issues. IT Managers, as well as HR professionals, Group Heads and Delivery Leaders will find this be a useful resource to understand how Gamification can improve their everyday work. The book can also be used as a reference for engaging learners and employees to improve their productivity in organizations.

The book addresses the concept of diversity and inclusiveness (D&I) and brings stories from the corporate, practitioners, think tanks and NGOs. It advocates the need and implementation of the D&I concept to build society of the future. It strives to bring out a focused approach in connecting "Theory to Practice". Every chapter delves into a different area and presents real-time practices as well as the challenges and the way forward. The book explains the various levels at which discrimination can occur such as demographic profiles, regional differences, religious alliances, college pedigree, marital status, sexual preferences, physical disability and health differentiation, pregnancy or returning mothers and technology competence. The book cites examples of inclusion from progressive organizations such as ABB India, Marico, TCS, PNB Metlife and Alsthom. Presenting the business case of D&I, the book emphasizes on creating a robust D&I strategy with a road map and alignment through internal and external frameworks as well as periodic audits. The Responsible, Accountable, Consultant and Informed (RACI) matrix is discussed while setting up the D&I analytics framework within the organization. The book also presents the growing role of artificial intelligence tools that can empower employees to participate in the D&I journey of an organization. It shares how tools such as Balloonr, Glint, Organization View, Planbox, Pluto and Waggl have been specially designed to allow employees to anonymously provide ideas and respond to ideas provided by others. Going forward, the D&I practices will have to be more customized than generalized, and this book brings up real evidences to make its point

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

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 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.

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 book analyses the development of hospitality education from vocational to higher education, and discusses the positioning of hotel schools. It addresses questions such as: Should hospitality management become part of generic business education? Are the technical training programmes that have defined the identity of these schools a remnant of their vocational past, or have they contributed to the successful careers of many hospitality graduates? Topics discussed in the book are curriculum innovation, the theory of experimentation, the nature of hospitable behaviour, information technology, life-long learning and developments for future curricula. The book makes clear that the debate on the balance between theory and practice will not only define the future of hospitality management education, but can also be considered a relevant case study in other business disciplines. The history of hospitality education goes back to the end of the nineteenth and early twentieth century when hotel schools were founded to train the protocol and technical skills required to receive the travellers of those days. Since then, the scale and complexity of the hospitality industry and its professions have changed, as well as our understanding of what makes a business -whether it offers accommodation or something else- "hospitable". The scope and educational level of hotel schools have evolved accordingly, and hospitality management has become a popular discipline in the traditional and renowned hotel schools as well as in universities.

"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

This handbook provides an overview and synthesis of relevant literature related to the issue of the well-being of working women. This focus addresses a gap that currently exists in the quality-of-life and well-being fields. The work of the authors answers the following broad questions: Does gender matter in the well-being of working women? Do prejudices against and stereotypes of women still play a role in inter-personal interactions in the workplace that could hinder women from flourishing professionally? Does the organizational context, such as organizational culture, reward systems, and leadership, contribute to the well-being of working-women? What impact does the national context have on the well-being of working women? And finally, how can public policies help enhance the well-being of working women? These are important issues for academics, researchers, and graduate students interested in gender issues in the fields of management, sociology, psychology, social psychology, economics, and quality of life studies. Policy makers and practitioners will also find this book beneficial. Equitable treatment and outcomes for all, regardless of gender, remains a challenging goal to achieve, with various barriers in different contexts and different cultures, and this book provides strong coverage of this important topic of well-being of working women.

All CEOs, managers, supervisors, training professionals, and educators must be able to effectively recruit, train, manage, and promote a culturally diverse work force. Unfortunately, few of them have been adequately trained to do so. Effective management of diversity is good business. It takes effective communication, conflict resolution, and the creation of an inclusive organizational culture to succeed. This comprehensive book helps administrators better understand the problems they face and how to deal with them by dispelling the myths and facing the realities of cultural diversity.

Drawing on numerous examples of successful diversity initiatives, the book gives the reader a balanced view of distinct diversity interventions. Cross-cultural training programs are critiqued, along with specific methods for assuring quality in-service training activities. Self-administered quizzes, surveys, and critical incidents are included to allow the reader to gain self-insight and self-improvement. African Americans, Hispanics, Native Americans, Asians, women, older workers, employees with disabilities, foreign workers, and majority cultural groups are discussed in great detail. Theories and laws, as well as behavioral, cognitive, and affective strategies are among the topics presented.

Using recent research and case studies, this book offers an evidence-based insight into the embezzler's mindset as they commit crimes that are costing nations, organisations and individuals increasingly more each year. This mindset is described in detail as the embezzler develops their motivation to steal from their employer, finds a method of stealing, assesses the risks, executes the theft, and then determines whether to continue to steal. The organisational landscape of security capabilities, culture and financial circumstances provide the environment that this mindset operates within. The embezzler's approach to the crime is broken down into four stages: Pre-Existing Vulnerabilities, Induction to First Theft, Ongoing Theft and Detection to Resolution. The author recommends strategies based on the embezzler's mindset for organisations to enhance their ability to protect themselves from such inside threats that attack their reputation, productivity, morale and, in the worst cases, financial viability.

This book has been written for the HR Practitioner and will provide readers with tools, guidelines, ideas, and strategies for developing their role within the Human Resources function. This text focuses on current issues and future trends in both the HR profession and the workplace. Organizations will continue to be forced to function in a lean and mean manner, HR professionals are now required to manage outsourcing functions and to move through multiple internal roles quickly. This book will act as a roadmap to help them plan and implement these roles quickly and efficiently, aligned to their organizations strategy.