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This book examines the progress made in e-enabling the HR function
and the relationship with outsourcing. The editors review and
analyse recent developments in the application of outsourcing and
ICT to the HR function and its overall contribution to
organizational aims. This text aims to fill the gap in current
literature, by providing accessible guidance on how to tackle the
e-enablement of the function and on the factors associated with
successful outsourcing. There is no single text that adequately
deals with this increasingly important problem and which has been
recognised by the CIPD as a key area of research for their forward
programme. The contributors all have leading-edge knowledge and
practical experience and aim to provide practical guidance for
organizations and HR professionals. This work features practical
case studies illustrating the developments in the application of
outsourcing and ICT to the HR function.
The book helps HR practitioners understand corporate-level concepts
and their relevance to the key strategic agendas of organizations
by drawing on a wide range of ideas from branding, marketing,
communications, public relations and reputation management. It then
examines how effective people management strategies and the role of
HR specialist can contribute to this corporate agenda. This
contribution lies in four key areas: organizational communications
strategies, developing compelling employee value propositions and
employer branding; HR strategies, employer of choice policies and
talent management; creating new forms of psychological contracts
and building stronger individual-organizational linkages through
employee identification, employee commitment and psychological
ownership; and in developing supportive employee behaviors. The
book is based on a new model of the links between HR, corporate
reputation and branding, developed from an extensive review and
synthesis of different bodies of management literature. This model
has been refined from extensive case research and practical
experience in building corporate reputations and brands. Specially
researched cases include Orange, Aegon, Scottish Enterprise, Hudson
International, BSkyB, Standard Life Investments and the Royal Bank
of Scotland.
This book examines the progress made in e-enabling the HR function
and the relationship with outsourcing. The editors will review and
analyse recent developments in the application of outsourcing and
ICT to the HR function and its overall contribution to
organizational aims. This text aims to fill the gap in current
literature, by providing accessible guidance on how to tackle the
e-enablement of the function and on the factors associated with
successful outsourcing. There is no single text that adequately
deals with this increasingly important problem and which has been
recognised by the CIPD as a key area of research for their forward
programme. The contributors all have leading-edge knowledge and
practical experience and aim to provide practical guidance for
organizations and HR professionals.
Managing People and Organizations in Changing Contexts addresses
the contemporary problems faced by managers in dealing with people,
organizations and change in a theoretically-informed and practical
way. This textbook approaches people management from the
perspective of practising and aspiring managers, making it a
valuable alternative to existing texts on organizational behaviour
and human resource management. This new edition considers new
emerging organizational forms such as e-lancing and recent
management concerns such as employee engagement,
de-professionalization and the growing challenges of social media.
Built around a chapter framework that connects different themes to
managerial action and practices, this textbook covers a wide range
of topics including: managing at the individual, group and
organizational levels change management managing creativity and
innovation, and corporate governance and corporate social
responsibility. There is an increased international flavour,
reflected in the range of contemporary case studies and literature
used throughout, which explore business and management problems in
the private and public sectors. This text will be relevant to
practising and aspiring managers studying people management,
organizational behaviour and change management.
Increasing media scrutiny, global coverage and communication via
the internet means corporate reputation can be damaged quickly, and
failing to successfully address challenges to corporate reputation
has consequences. Companies generally suffer almost ten times the
financial loss from damaged reputations than from whatever fines
may be imposed. According to Ernst & Young, the investment
community believes up to 50 per cent of a company's value is
intangible - based mostly on corporate reputation. So recognizing
potential threats, or anticipating risks, emerges as a critical
organizational competence. Organizations can regain lost
reputations, but recovery takes a long time. Corporate Reputation
contains both academic content along with practical contributions,
developed by those serving as consultants or working in
organizations in the area of corporate reputation and its
management or recovery. It covers: why corporate reputation
matters, the increase in reputation loss, threats to corporate
reputation, monitoring reputation threats online and offline, the
key role of leadership in reputation recovery, and making corporate
reputation immune from threats. Any book that is going to do
justice to a subject that is so complex and intangible needs
imagination, depth and range, and this is exactly what the
contributors bring with them.
The book helps HR practitioners understand corporate-level concepts
and their relevance to the key strategic agendas of organizations
by drawing on a wide range of ideas from branding, marketing,
communications, public relations and reputation management. It then
examines how effective people management strategies and the role of
HR specialist can contribute to this corporate agenda. This
contribution lies in four key areas: organizational communications
strategies, developing compelling employee value propositions and
employer branding; HR strategies, employer of choice policies and
talent management; creating new forms of psychological contracts
and building stronger individual-organizational linkages through
employee identification, employee commitment and psychological
ownership; and in developing supportive employee behaviors. The
book is based on a new model of the links between HR, corporate
reputation and branding, developed from an extensive review and
synthesis of different bodies of management literature. This model
has been refined from extensive case research and practical
experience in building corporate reputations and brands. Specially
researched cases include Orange, Aegon, Scottish Enterprise, Hudson
International, BSkyB, Standard Life Investments and the Royal Bank
of Scotland.
* Helps HR practitioners understand corporate-level concepts and
their relevance to the key strategic agendas.
* Use of case studies and examples helps the readers to put the
theory into context and see how it's applied.
* Provides a practical guide to developing appropriate HR policies
and practices.
Managing People and Organizations in Changing Contexts addresses
the contemporary problems faced by managers in dealing with people,
organizations and change in a theoretically-informed and practical
way. This textbook approaches people management from the
perspective of practising and aspiring managers, making it a
valuable alternative to existing texts on organizational behaviour
and human resource management. This new edition considers new
emerging organizational forms such as e-lancing and recent
management concerns such as employee engagement,
de-professionalization and the growing challenges of social media.
Built around a chapter framework that connects different themes to
managerial action and practices, this textbook covers a wide range
of topics including: managing at the individual, group and
organizational levels change management managing creativity and
innovation, and corporate governance and corporate social
responsibility. There is an increased international flavour,
reflected in the range of contemporary case studies and literature
used throughout, which explore business and management problems in
the private and public sectors. This text will be relevant to
practising and aspiring managers studying people management,
organizational behaviour and change management.
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