Women's health comprises a large range of activities including fertility and reproductive health and screening and treatment for gynecological conditions, with computer systems providing vital support. Medical Informatics in Obstetrics and Gynecology provides industry knowledge and insight to challenges in the areas of informatics that are important to women's health. Covering topics such as ethical and legal issues, imaging and communication systems, and electronic health records, this Medical Information Science Reference publication provides medical libraries and researchers, as well as medical students, health technology specialists, and practicing physicians and nurses with unrivaled data on the role of technology in obstetrics and gynecology.

The pages of The Confession Album contain 100 questions. Your part is collecting the answers - whether from a loved one, or yourself - in the course of an evening, or over a lifetime. If you're answering for yourself, The Confession Album offers an opportunity to gain and share the solace of self-expression; a way to relay knowledge or impart wisdom; store a little data about what matters in the old-fashioned way, by putting pen to paper. If you're collecting someone else's answers - whether together in person or by inviting them to respond alone and share with you later - The Confession Album is above all an opportunity to bond. To lend your ears and give your love. The Confession Album might be used to mark a birthday or anniversary. As an activity to anchor a family trip or weekend with friends. At the very least, it beats a Greeting Card or social media quiz. At best, it creates a small but thoughtful legacy - recording thought, and hard-won wisdom, to advise and inspire. For Aspiring Writers, The Confession Album removes one more barrier to putting pen to paper. The Confession Album is designed to encourage you to make a start, to help writers find and refine their voice on the page.

This Handbook incorporates a variety of disciplines and approaches in order to provide a comprehensive and authoritative examination of the issues that result from increasing age diversity at work. Despite interest in this area exploding over the past few years amongst academics, practitioners and policy makers, the analysis of age diversity has remained primarily within disciplinary 'silos' such as Psychology or Sociology with a focus on ageing or generational differences, rather than a combination of approaches to understanding age diversity. Unique in its coverage of multiple perspectives, it considers not only generational and ageing perspectives to age diversity, but also highlights the importance of context in driving both the impact and response to this issue. The Palgrave Handbook of Age Diversity and Work includes contributions from leading scholars in age and generational diversity from across the world, discussing cutting-edge research findings about the nature and impact of age diversity and presenting approaches to managing this phenomenon.

The world of work is rapidly changing. What then do 21st century workplaces look like, and what factors are supporting these workplace changes? Globalisation, financial and labour market deregulation, and rapid technological advances have accelerated workplace change and skill requirements. Organisations, for example, need to increasingly manage geographically diverse and technologically-mediated workplace relationships. Advances in artificial intelligence and automation are further questioning the future and nature of work itself. This book identifies and examines the institutions, frameworks and technologies that are emerging to support these new work practices. It analyses changing work environments, entrepreneurial and self-employment strategies, global virtual labour markets and the impacts of data analytics and automation on work practices and skill sets. It is critical for governments, practitioners and academics to better understand how to harness the benefits and meet the challenges of these new organisational workplace practices. Further, it requires informed choices and decisions on the part of individuals, as they seek to log on to work in the 21st century.

Employers all over the world are engaged with implementing human resource management (HRM) policies in order to encourage and facilitate longer working lives for an aging workforce. While there has been some scholarly investigation into workplaces challenges and changes in both Europe and North America, there has been less engagement with the significant challenges facing Asian businesses and little assessment of the common themes and regional differences. Managing the Ageing Workforce in the East and the West brings together HRM specialists from both Eastern and Western perspectives in a unique collaboration. Each chapter explores the universal relevance of human resource interventions into extending working life, including phased retirement, healthy work environments and lifelong learning. The book assesses issues of implementation in differing cultural, intergenerational, institutional and family contexts. Rooted in a cross-cultural approach, the authors draw on a range of data from different geographic workforce contexts in order to identify over 150 variables relating to specific types of careers, including job content, employer policies, human capital, retirement plans, and quality of life expectations. Central to the study is measuring the complex relationship between individual workers' work and retirement expectations in relation to the differences in employer practices in the West and the East. The book will be essential reading for students and scholars of HRM and organizational studies, as well as human resource professionals, employers and chief executives, and employment and business consultants.

This book is the first to compare the Asiatic Generation Z (born 1990-1995) in terms of country and culture specific drivers and characteristics based on interdisciplinary and international scientific research. Although Asia has been the focus of many articles and books on demographics, politics and economics, few authors understand in depth the behaviour of the young people in their roles as consumers and as new members of the working world. The New Generation Z in Asia: Dynamics, Differences, Digitalization explores how specific Asiatic cultures translate into a creative and innovative society in order to conduct business to adjust their recruitment and retention strategies, also examining how they attract and retain the best young talent in Asia. Written for academics and professionals in the fields of Management, Organizational Behaviour, Marketing, and Human Resource Management, this work examines a set of topics that describe societal and managerial feelings, goals, concerns and behaviours of a vast continent that stretches from East Asia through South Asia, Southeast Asia to Western Asia.

Over the past decade much attention has been paid to the apparent differences in consumption preferences or workplace attitudes and behaviours across generations. Within Western economies such as the USA, UK and Australia, it is commonly assumed that that there are now four generations in the workplace, namely Veterans (born 1925-1942), Baby Boomers (1943-1960), Generation X (1961-1981) and Generation Y (1982- 2000) The concept of generational differences at work is one that has recently been adopted by practitioners as a basis on which to design human resource management and career management practices. However, there has been some concern in academic circles about the validity of the notion of generations and the evidence base that supports it. There is therefore a need for new perspectives and methodological approaches to investigating generational differences at work in order to establish the validity and value of generations as an axis of diversity. Generational Diversity at Work: New Research Perspectives will address this need by presenting and discussing research into generational diversity that adopts a range of new theoretical perspectives or methodological approaches. This book is designed as a first step in addressing the need to critically examine the theoretical and empirical basis for generational differences and to provide some new empirical data in this area.

The worldwide financial crash and the ensuing recession have coincided with other significant long term changes for the Western Economies of Europe and the USA, especially the growing strength of newly developed economies, demographic and technological change, institutional crises and political uncertainty. The interconnected nature of businesses and societies mean the competitive landscape is being transformed, and new economic pressures and opportunities are producing new business models, a rebalancing of economies, and a new HRM. The application of new technology to the processes and systems of people management is spreading, in a world where competitive advantage is increasingly about how smart the management processes are, and how well people are managed. This text is the first book to analyse the way these contextual pressures are producing a game change in the human resource function of management. For anyone who has an HR role or is a line manager, or a student of management, and for those who teach, research or consult in the field, this book encapsulates these critically important trends and what they mean for managing people in the 21st Century.

The HRM field is entering smart businesses where the human, digital and high-tech dimensions seem to increasingly converge, and HRM needs to anticipate its own smart future. Technological developments and interconnectedness with and through the Internet (often called the "Internet of Things") set new challenges for the HRM function. Smartness enacted by HRM professionals - notions of "smart industries", "smart things" and "smart services" - all put new pressures on strategic HRM. Since the 1990s, organisations have increasingly been introducing electronic Human Resource Management (e-HRM), with the expectation of improving the quality of HRM and increasing its contribution to firm performance. These beliefs originate from ideas about the endless possibilities of information technologies (IT) in facilitating HR practices, and about the infinite capacity of HRM to adopt IT. This book focuses on the progression from e-HRM to digital (d-HRM) - towards smart HRM. It also raises several important questions that businesses and scholars are confronted with: What kind of smart solution can and will HRM offer to meet the expectations of the latest business developments? Can HRM become smart and combine digitisation, automation and a network approach? How do businesses futureproof their HRM in the smart era? What competences do employees need to ensure businesses flourish in smart industries? With rapid technological developments and ever-greater automation and information available, the HRM function needs to focus on non-routine and complex, evidence-based and science-inspired, and creative and value-added professionally demanding tasks.

The worldwide financial crash and the ensuing recession have coincided with other significant long term changes for the Western Economies of Europe and the USA, especially the growing strength of newly developed economies, demographic and technological change, institutional crises and political uncertainty. The interconnected nature of businesses and societies mean the competitive landscape is being transformed, and new economic pressures and opportunities are producing new business models, a rebalancing of economies, and a new HRM. The application of new technology to the processes and systems of people management is spreading, in a world where competitive advantage is increasingly about how smart the management processes are, and how well people are managed. This text is the first book to analyse the way these contextual pressures are producing a game change in the human resource function of management. For anyone who has an HR role or is a line manager, or a student of management, and for those who teach, research or consult in the field, this book encapsulates these critically important trends and what they mean for managing people in the 21st Century.

This Handbook incorporates a variety of disciplines and approaches in order to provide a comprehensive and authoritative examination of the issues that result from increasing age diversity at work. Despite interest in this area exploding over the past few years amongst academics, practitioners and policy makers, the analysis of age diversity has remained primarily within disciplinary 'silos' such as Psychology or Sociology with a focus on ageing or generational differences, rather than a combination of approaches to understanding age diversity. Unique in its coverage of multiple perspectives, it considers not only generational and ageing perspectives to age diversity, but also highlights the importance of context in driving both the impact and response to this issue. The Palgrave Handbook of Age Diversity and Work includes contributions from leading scholars in age and generational diversity from across the world, discussing cutting-edge research findings about the nature and impact of age diversity and presenting approaches to managing this phenomenon.

Over the past decade much attention has been paid to the apparent differences in consumption preferences or workplace attitudes and behaviours across generations. Within Western economies such as the USA, UK and Australia, it is commonly assumed that that there are now four generations in the workplace, namely Veterans (born 1925-1942), Baby Boomers (1943-1960), Generation X (1961-1981) and Generation Y (1982- 2000) The concept of generational differences at work is one that has recently been adopted by practitioners as a basis on which to design human resource management and career management practices. However, there has been some concern in academic circles about the validity of the notion of generations and the evidence base that supports it. There is therefore a need for new perspectives and methodological approaches to investigating generational differences at work in order to establish the validity and value of generations as an axis of diversity. Generational Diversity at Work: New Research Perspectives will address this need by presenting and discussing research into generational diversity that adopts a range of new theoretical perspectives or methodological approaches. This book is designed as a first step in addressing the need to critically examine the theoretical and empirical basis for generational differences and to provide some new empirical data in this area.

This book is the first to compare the Asiatic Generation Z (born 1990-1995) in terms of country and culture specific drivers and characteristics based on interdisciplinary and international scientific research. Although Asia has been the focus of many articles and books on demographics, politics and economics, few authors understand in depth the behaviour of the young people in their roles as consumers and as new members of the working world. The New Generation Z in Asia: Dynamics, Differences, Digitalization explores how specific Asiatic cultures translate into a creative and innovative society in order to conduct business to adjust their recruitment and retention strategies, also examining how they attract and retain the best young talent in Asia. Written for academics and professionals in the fields of Management, Organizational Behaviour, Marketing, and Human Resource Management, this work examines a set of topics that describe societal and managerial feelings, goals, concerns and behaviours of a vast continent that stretches from East Asia through South Asia, Southeast Asia to Western Asia.

With the long-term trend toward earlier retirement slowing, and the majority of older workers remaining in employment up to and beyond statutory retirement age, it is increasingly important that we understand how to react to these changes. Bridge employment patterns and activities have changed greatly over the past decade, yet there is little information about the benefits of the various different forms this can take, both for employees and employers. This comparative international collection provides the first comprehensive summary of the literature on bridge employment, bringing together experiences from Europe, the United States, Canada, Australia and Japan. It identifies the opportunities, barriers and gaps in knowledge and practice, whilst offering recommendations on how organisations and individuals can cope with future challenges in aging and work. Written by international experts in the field, each chapter also makes substantive and contextualized suggestions for public policy and organizational decision-makers, providing them with a roadmap to implement and integrate bridge employment into policies and practices designed to prolong working life - a priority for workers, organizations and societies in the coming decades. This unique research handbook will be useful to a wide range of readers with an interest in the new concept of bridge employment and the extension of working life, and of interest to researchers and practitioners in organizational behavior, labor market analysis, human resource management, career development/counselling, occupational health, social economy and public policy administration