Monetary incentives, as a driving force for human behavior, are the main theme of this book. The primary goals underlying the application of monetary incentive systems in companies are motivating employees to strive for superior productivity in line with the interests of employers, and hiring adequately skilled employees. The first goal refers to incentive effects, the latter to sorting effects. This book introduces important theories and concepts concerning behavior under influence of monetary incentives; it reviews existing economic frameworks and identifies specific contingency variables. Based on an integrative framework of elements influencing incentive and sorting effects, a laboratory experiment is presented including detailed methodological discussion on experimentation and data analysis as well as an extensive presentation of findings and discussion of implications.

This book focuses on understanding the strategic role of the knowledge workers in companies, especially in creating an innovative company. The author presents the 'Sknowinnov method' and a decision-making model for the assessment of the value of strategic knowledge resources in companies. This method and its approach can be used as excellent tools for a quantitative knowledge analysis in an economic viewpoint. The IT tool that is developed for this method offers support in decision making at a strategic level regarding the profitability of any investment in employee qualifications and skills. The tool also connects the selected determinants described in an innovative company with the value of the personnel usefulness function, enabling the assessment of the rationality and effectiveness of knowledge. HR managers and knowledge management consultants for innovative companies would find this book and the IT tools presented specially useful. This book also adds value to researchers dealing with analysis of quantitative and qualitative methods in intellectual capital research.

This book addresses the education and training of Members of Parliament (MPs). It examines existing training programs offered in various countries around the world, evaluates their strengths and weaknesses and makes recommendations for a new approach, which aligns the professional development of MPs to 21st century requirements. Contributors address the role of parliamentarians, how to prepare them for their multi-faceted functions, the importance of ethics in any program, the requirement for more sophisticated adult learning approaches, human resource implications and the need to reform existing education and training models. The book will appeal to scholars in the fields of political science, adult education and human resource management, as well as to parliamentarians interested in enhancing their skills so as to perform more efficiently and effectively.

For human resource professionals, labor law specialists, and others involved in the practice of labor-management relations, Lencsis provides a concise, easily-accessed description of the workers compensation system in the United States, its governing laws and also its insurance aspects. Covering all major facets of workers compensation legislation and the insurance and risk management techniques used to comply with them, his book will have equal benefits for the staffs of insurance companies and brokerages, compensation and claims professionals, and for workers compensation executives in governmental agencies.

Lencsis explains that workers compensation laws were enacted on the federal and state levels in the early part of the century and have endured in the same basic form to the present. They represent a radical departure from common law concepts of negligence and damages in that they provide for statutory medical and wage-loss benefits regardless of who is at fault. Lencsis explores how insurance mechanisms in the public and private sectors are used to fund benefits and to make their delivery as secure and certain as possible. He also notes that workers compensation insurance is a major part of the property-casualty insurance business, and as such has recently become one of its most profitable areas. Lencsis' book helps readers to understand these concepts and to work with them in the day-to-day conduct of their business.

This book explores how psychological empowerment can influence and enhance job satisfaction. The authors argue that in today's working climate the wellbeing and involvement of employees is of utmost importance to any company's overall success and that management techniques like empowerment are the most effective means of achieving this goal. Based on an empirical study examining job satisfaction amongst employees of several private sector, public sector and new generation banks in Kerala, India as well as extensive literature review, this book discusses the role psychological empowerment plays in enhancing job satisfaction both locally and internationally. It goes on to analyze four dimensions of psychological empowerment and the role of job satisfaction in the relationship between psychological empowerment and job related stress. This book will be of great interest to scholars in management and psychology and is essential reading for industrialists and managers wanting to apply empowerment strategies in their own workplace.

Examining perceptions of leaders which are dependent on social and cultural contexts, this edited collection argues that in order to thrive and to understand the future business landscape, leaders must be inclusive and create followership. With existing research tending to conflate leadership roles with notions of masculinity and agency, this study provides examples of how to alter and challenge prevalent stereotypes and ultimately contribute to greater organisational effectiveness. Addressing the under-representation of women in leadership roles, contributions explore inclusivity and exclusivity in leading organisations, the politics of gendered differences and the value of leader-follower dynamics. Inclusive Leadership will be of great use to business leaders, employees, policy-makers, and academics seeking practical implications for formulating effective leader-follower strategies in organisations.

In this book, internationally respected scholars from the disciplines of educational science, business administration and psychology thoroughly discuss practice-related questions on learning transfer in organizations. Readers will learn solid concepts for securing and evaluating learning transfer.
This volume offers new insights about learning transfer in organizations and their implications for both research and practice.It examines the actual state in practice and provides the foundation for improvements in the design and evaluation of further training measures that are conducive to the transfer of learning.
In addition, coverage details theoretical models on learning transfer in further vocational training and develops concepts that enable the transfer of learning for further training in organizations. The book also evaluates further training measures on different levels on the basis of relevant criteria. "

Workforce diversity refers to a strategy that promotes and supports the integration of human diversification in business. By utilizing focused inclusion policies and practices, businesses can guide work environments and create an optimal business culture. Management Techniques for a Diverse and Cross-Cultural Workforce is a critical scholarly resource that examines the emerging work culture to understand the underlying human processes prevalent in modern organizations. Featuring coverage on a broad range of topics, such as gender diversity, workforce trends, and inclusion management, this book is geared towards business owners, managers, entrepreneurs, professionals, researchers, and students seeking current research on diversity management.

This edited volume explores the old and new "collective dimensions" of employment relations. It examines specific challenges stemming from new forms of work of the digital and sharing economy, such as measurement, monitoring, assessment, and remuneration of work, the protection of work-life balance, the impact of new technologies on health and safety, the adaptation of occupational skills to new work processes, and the responses to the digital restructuring of undertakings. It addresses a series of questions such as how the representational action of unions and works councils can adapt to the challenges posed by new production systems and whether the legislative framework needs to be reformed to ensure that digital workers enjoy the right to collective representation. This important collection offers readers a renewed theoretical perspective and justification of the role that the dialogue between workers (representatives) and companies could play in an increasingly complex world of work.

This book presents the most recent theoretical insights and practical intervention methods to (re)build trust between management and organized employees in organizations. Offering a multidisciplinary perspective on trust and conflict management in organizations, the book draws from diverse fields such as organizational psychology, business, law, industrial relations and sociology. It examines the often encountered breaches of trust between management and organized workers, and the resulting destructive social conflicts, social actions, strikes or dramatic business decisions. Its focus is on trust and conflict management at the organizational level in an industrial relations context: that of employee representatives and management. The book introduces a new theoretical approach: the Tree of Trust, designed to analyse and mediate the interconnected levels of trust and distrust in industrial relations. It presents case studies and practical recommendations to build trust and constructive conflict management in the organizations, and illustrates these by means of experiences from different countries around the globe.

Providing a deeper understanding of leadership, followership theory, and the follower as servant leader, this book provides employee and follower perspectives of servant leadership in the workplace. The collection brings together both empirical and conceptual research from around the globe to illustrate how the leader is seen through the lens of the follower. Topics discussed include organizational performance, empowerment, competency models, diversity in the workplace, and social roles and stereotypes. With contributions from a range of skilled authors, Servant Leadership and Followership not only provides an overview of servant leadership, but also offers insightful ways for organizations to adapt and progress in line with the shifting moral demands of today's workplace.

This book contributes to the current discussion in society, politics and higher education on innovation capacity and the financial and non-financial incentives for researchers. The expert contributions in the book deal with implementation of incentive systems at higher education institutions in order to foster innovation. On the other hand, the book also discusses the extent to which governance structures from economy can be transferred to universities and how scientific performance can be measured and evaluated. This book is essential for decision-makers in knowledge-intensive organizations and higher-educational institutions dealing with the topic of performance management.

This book focuses on strategic and operational human resources, giving the reader the core curriculum of subjects usually presented in an MBA program specialized in organizational behaviour and human resource management. The topics covered can be applied to a variety of real world business situations. This book aims to contribute to the growth and development of individuals in a competitive and global economy, by covering the latest developments in the field of human resources management. Innovative practices and theories as well as the current policies and practices of HRM are described in this book.

Leadership development is critical to organizational competitive advantage. The key to successful leadership development programs lies in understanding the complex and always-shifting interplay of national culture, organizational culture, program dynamics, and individual differences. Editors Derr, Roussillon, and Bournois explain the interrelationships among these influences, demonstrating how national culture may play a greater role in leadership development programs in some countries than in other countries. Contributors present varying viewpoints from the United States, France, the United Kingdom, Japan, the Netherlands, Poland, Germany, Italy, China, Vietnam, Israel, Africa, and Latin America. Perspectives on leadership management in changing organizations, on fast-track executives, and on the perspective of a clinical psychologist are included.

In addition, the editors have included a discussion of the diversity-collaboration model, a highly useful tool for modulating the pendulum swings between the two extremes. In this context, diversity in the extreme is exemplified by a fluid, mobile, global labor force in which the risks include lack of unifying goals, lack of loyalty to the firm, and lack of effective action. The converse--collaboration in the extreme--is characterized by so much internal socialization, integration, and homogeneity that creativity is squelched and innovation is stifled. Preparing future leaders effectively entails straddling the middle by integrating highly acculturated, loyal, dedicated insiders with free agents culled from the global talent pool. The various chapters on leadership development as practiced in both developed and developing countries provide valuable insight into the utility of the diversity-collaboration model. Human resource managers, leadership development consultants, and organizational behavior consultants as well as their academic colleagues will find this work tremendously useful.

For many decades, unheard indigenous business leaders and entrepreneurs in Africa, drawing from their ground-level experience, have intuitively felt that organizations and management of people in Africa needs a different approach; one that must be deeply embedded in the African context. These business leaders constantly advocate for home-grown solutions, or at least engage in selective adaptation with foreign management practices, for a number of reasons. First, there has always been the sense that any management of organizations which fails to embrace the dictates of the local contexts with deep-rooted knowledge and experience is bound to fail. Second, indigenous business leaders believe that local context knowledge and experience would inspire and empower people to seek 'best practice' initiatives, that would then work as a catalyst to generate local ideas and values that are crucial to effective people management, organization and national development-resilience. Such an approach would also promote self-reliance, confidence and social cohesion. This volume therefore suggests approaches to managing people and organizations that reflect and satisfy the objectives and interests of multiple stakeholders in Africa.

White women and people of color now constitute the majority of the U.S. workforce, yet ninety-seven percent of senior managers of Fortune 500 and Fortune 1,000 industrial companies remain white men. It's clear that leaders of American organizations are requited to play key roles in a world that has become strange to them, says Cross. To succeed in an increasingly competitive global environment, our organizational leaders must have the courage to act outside their comfort zones--to try to understand, interact with, motivate, develop, and retain a work force that is alien to them.

Cross' book provides the practical assistance they need. Because racism, sexism, and other forms of oppression are not rational, help cannot be found wholly in rationalism. Such biases arise from emotional and psychological bases. Our leaders are thus forced to confront their barriers within barriers that exist at every level of their organization. Cross uses her own experiences as an African American woman and as an experienced, and recognized management consultant to demonstrate how oppression functions at the individual, group, and systems levels, but her book is not a memoir. Rather, it is a sophisticated explication of a complex and complete system of organizational change, with case studies and other useful aids, which, if fully grasped, will enable courageous leaders to succeed in understanding and dealing effectively with the urgent crosscultural and gender issues in the workplace.

Globalisation is one of the most heavily debated present-day phenomena and has been widely covered by books, papers and journal articles. Nevertheless, the reader is frequently left with nearly as many definitions of the subject as there are authors writing about it. Most analysts now agree that a common denominator is the increasing inter-connectedness of nations, people, and economies. After the Second World War, a number of major forces underpinned the spread of globalisation. These included the rapid development of information and communication technology (ICT), boosted relatively recently by the development of the Internet and the massive growth of trade and foreign direct investment (FDI). These factors cannot of course be separated from the increasing numbers and influence of multinational enterprises (MNEs) and the tide of economic liberalization that has swept through both developed and developing economies. Neither should we ignore changes in transport technologies. For many commentators though, FDI has been regarded as the main -albeit not the sole--mechanism for the international expansion of MNEs.The Social Effects of Foreign Domestic Investment on Multinational Companies and Domestic Firms compares and contrasts wages, working conditions and industrial relations processes in multinational and domestic companies. Very little academic study has hitherto been devoted to the differences that may or may not exist between the wages and conditions that MNEs routinely offer compared to those of domestic companies with whom they compete. The analysis covers five sectors of the economy and 13 EU countries. This book is an effort to map the social effects of FDI in a number of EU member states, in relation to the prevailing patterns of internationalization. The need to examine critically the labour market and industrial relations aspects of recent waves of FDI is both timely and compelling.

This book investigates how people encounter, experience and shape their careers. Both the concept and the reality of a career is changing as organisations respond to globalisation and market forces. This impact is reflected in the internal labour market and hence career journeys of individuals. How people think about their career and career choices is more diverse than ever before due not only to environmental transformations but also to variations in the workforce, consisting now of five generations. With each new generation, there is little argument that contemplating career choices, seeking and promoting work opportunities as well as hiring relationships are now markedly different and less certain than previously. People have now and increasingly a greater choice over when, where, how to work and for how long. This book will provide learning for those people early in their careers as well as those in mid to later career, looking to develop or enrich their careers in some way. Understanding how work functions in people's lives; the personal and family costs incurred in maintaining and exiting a career, and how and why remaining or leaving a career is successful or not, is highly relevant. The need for career support, derived from personal, professional and organisational connections plays an important role in career choice, career transition, and career opportunities. Creativity and other 21st century skills, the vital dimensions of career development, is also discussed in this book.

There is no HR-related topic more popular in the business press than performance management (PM). There has been an explosion in writing on this topic in the past 5 years, condemning it as a failure and calling for fundamental change. The vast majority of organizations use the same basic process which I call "Last Generation Performance Management" or PM 1.0 for short. Despite widespread agreement that PM 1.0 is failing, few companies have abandoned it or made fundamental changes to it. While everyone agrees it is broken, few agree on how to fix it. Companies continue to tinker with their systems, making incremental changes every few years with no lasting improvement in effectiveness. Employees continue to achieve amazing things in organizations every day, despite this process not because of it. Nothing has worked because organizations, business leaders and HR professionals focus on PM practices instead of the fundamental purpose of PM and the paradigms, assumptions, and beliefs that underlie the practices. Companies ask their performance management process to do too many things and it fails at all of them as a result. At the foundation of PM 1.0 practices is the ideology of a meritocracy and paradigms rooted in standard economic and psychological theories. While these theories were adequate explanations for motivation and behavior in the 19th and 20th centuries, they fail to account for the increasingly complex nature of organizations and their environments today. Despite the ineffectiveness of PM 1.0, there are powerful forces holding it in place. Information on rigorous, evidence-based recommendations is crowded out by benchmarking information, case studies of high-profile companies, and other propaganda coming from HR think tanks and consultants. Business leaders and HR professionals learn about common practices not effective practices. This book confronts the traditional dogma, paradigms, and practices of PM 1.0 and holds them up to the bright light of scientific scrutiny. It encourages HR professionals and business leaders to abandon PM 1.0 and it offers up a more appropriate purpose for PM, alternative paradigms to guide them and practical solutions that are better supported by scientific research, referred to as "Next Generation Performance Management" or PM 2.0 for short.

This comprehensive Handbook sets out the nature and scope of International Human Resource Development (IHRD) to advance our understanding of research and practice in the field. Drawing on expertise from a global team representing some of the field's most distinguished researchers, the Handbook explores a range of contextual, process and people development practice issues impacting IHRD research and practice. Focusing on IHRD as a distinct field of research and practice, the authors offer comprehensive coverage of a number of critical contextual dimensions that shape the IHRD goals that organisations pursue; impact the IHRD systems, policies and practices that are implemented; and influence the types of IHRD research questions that are investigated. The Handbook examines the processes or actions taken by organisations to globalise IHRD practices and discusses important people development practices that come within the scope of IHRD. By bringing together a variety of research strands and engaging in key debates while also acknowledging the emergent, dynamic and constantly evolving nature of the field, the authors of this Handbook have created an invaluable resource for academics, students, professionals and practitioners in IHRD, HRD, HRM, international management, organisational behaviour and leadership. Contributors: M. Alagaraja, H. Alhejji, V. Anderson, A. Ardichvili, E.E. Bennett, A. Bratton, R. Carbery, N. Clarke, N. D'Annuzio Green, T. Garavan, J. Gedro, K. Grant, C. Gubbins, M. Hammond, J. Kim, S. Kim, Y. Lai, A. McCarthy, A. McDonnell, R.R. McWhorter, H. Moon, C.T. Nolan, D. O'Shea, J. Pearson, V. Pereira, O. Pruetipibultham, W.E.A. Ruona, V. Shanahan, M. Sheehan, C. Valentin, J. Winterton

Disputes between peers as well as between supervisors-subordinates happen numerous times a week in the corporate environment. Although the win-win concept is the ideal orientation, the notion that there can only be one winner is constantly being reinforced in some cultures. This kind of mentality can be destructive when communicating with different cultural groups by creating barriers in negotiation, resolution, and compromise; it can also lead the "loser" to feel mediocre. When the win-win orientation is absent in negotiation, different responses to conflict may be observed. Strategic Approaches for Conflict Resolution in Organizations: Emerging Research and Opportunities provides emerging research on approaches for conflict resolution in organizations whereby it is possible to establish congenial ambiences in different organizations, leading to better outcomes and performance. Featuring coverage on a broad range of topics such as organizational change, leaderships roles, and organizational change, this book is ideally designed for managers, human resources officials, executives, researchers, scholars, professors, industry professionals, and students interested in the current research behind the reduction, elimination, and termination of all forms of organizational conflict.