This book presents a unique and comprehensive examination of the human and moral rights of artists. In what is arguably the first exhaustive book-length account of artists' rights, Paul Kearns explores the problems associated with censorship, both from philosophical and legal perspectives, and focuses on the various ways in which the morality of art is legally regulated in different jurisdictions. In relation to human rights, English, French and American law, the law of the European Convention on Human Rights, European Union law and public international law are all closely scrutinised to discover the extent to which they offer protection for artistic freedom. The author also examines domestic and international law in respect of artists' moral rights, the law of copyright and related laws. In short, the book provides an original, and sometimes controversial, analysis of persistent concerns regarding the legal regulation of the arts universally, doctrinally and theoretically, and seeks to offer an holistic treatment which will appeal to art lawyers, artists and those interested in the future of the arts.

In this analysis of the regulation of art by law,Dr. Kearns has produced an innovative treatise with both practical and jurisprudential implications. He examines the treatment of art within seven distinct traditional legal subjects, namely obscenity law, copyright law, libel law, the public funding of art, the law of charitable trusts, customs law and the law on the movement of national treasures, identifying in each the specialised problems law faces, not least given the lack of a universally acceptable definition of art. Based primarily on English law, the text achieves an added richness by a comparative dimension including French, American and European Union Law. In this way a unitary idea of how law tackles its operation on art is achieved. This is the first monograph on the holistic treatment of art law in the United Kingdom.

With a huge proportion of any organization's expenditure invested in human resources and economic pressures demanding that companies become leaner than ever, it has never been more important for HR professionals to think and act strategically to turn their people planning into profit. Focusing on HR as a key driver of competitive advantage and sustainable success, HR Strategy, second edition, demonstrates how to create a winning human resource strategy by predicting the results you expect to see and developing a workable, measurable plan for managing human capital. All of this requires an ability to tap into the needs of individual employees to unleash their maximum value. This concise, easy-to-read text takes a practical, how-to approach, covering both the wide-angle theory and the day-to-day practice. This new edition includes: Updated case studies to demonstrate how strategies work in different organizational contexts Thorough revision throughout to incorporate the latest theories, developments, tools and measures Increased focus on the questions you need to ask about how your organization is configured, its values and principles, and what changes can be made from the ground up

It is now widely accepted that organizational maturity is dependent on being able to reorganize on a continuous basis and learn faster and more effectively than your competitors. Organizations that want to be sure they are competing at the highest level need clear indicators that their organizational learning and development capability is fully functional. This new book by Paul Kearns focuses on the need for an evidence-based approach to learning and development, bringing together the author's extensive knowledge of HRM and organizational learning with new developments in the field. The book demonstrates how evidence evaluation can improve professionalism in organizational design and development, showing that this approach can create value not just for shareholders, but for employees and society as a whole. Organizational Learning and Development: From an Evidence Base is the perfect book for postgraduate students studying on evidence-based HRM courses and for the reflective learning and development practitioner.

A new breed of HR Professional is needed who can offer the sort of effective people management that can change the way organizations work. They will first have to resolve the legacy left by an absence of professionalism in people management amongst both operational managers and the HR departments that serve them. Much of the problems that currently undermine capitalism and governance today can be traced back directly to insufficient attention being paid to the professional management of human capital. This text offers an objective scale to gauge levels of professionalism that can be applied to management in any sector. Paul Kearns has also developed a clear 10-step guide for anyone looking to develop their HR professionalism in a practical way. With an insightful Foreword by Professor Jeffrey Pfeffer and with these tools, readers will be encouraged to move away from the old world ineffectiveness of people management by looking towards a New Norm and the huge potential it offers for value and wealth. Suitable for managers and students studying HR, Professional HR provides the answer for what could be the next iteration of the capitalist system, with professional, evidence-based people management at its heart.

Description: A new breed of HR Professional is needed who can offer the sort of effective people management that can change the way organizations work. They will first have to resolve the legacy left by an absence of professionalism in people management amongst both operational managers and the HR departments that serve them. Much of the problems that currently undermine capitalism and governance today can be traced back directly to insufficient attention being paid to the professional management of human capital. This text offers an objective scale to gauge levels of professionalism that can be applied to management in any sector. Paul Kearns has also developed a clear 10-step guide for anyone looking to develop their HR professionalism in a practical way. With an insightful Foreword by Professor Jeffrey Pfeffer and with these tools, readers will be encouraged to move away from the old world ineffectiveness of people management by looking towards a New Norm and the huge potential it offers for value and wealth. Suitable for managers and students studying HR, Professional HR provides the answer for what could be the next iteration of the capitalist system, with professional, evidence-based people management at its heart.

It is now widely accepted that organizational maturity is dependent on being able to reorganize on a continuous basis and learn faster and more effectively than your competitors. Organizations that want to be sure they are competing at the highest level need clear indicators that their organizational learning and development capability is fully functional. This new book by Paul Kearns focuses on the need for an evidence-based approach to learning and development, bringing together the author's extensive knowledge of HRM and organizational learning with new developments in the field. The book demonstrates how evidence evaluation can improve professionalism in organizational design and development, showing that this approach can create value not just for shareholders, but for employees and society as a whole. Organizational Learning and Development: From an Evidence Base is the perfect book for postgraduate students studying on evidence-based HRM courses and for the reflective learning and development practitioner.

With a huge proportion of any organization's expenditure invested in human resources and economic pressures demanding that companies become leaner than ever, it has never been more important for HR professionals to think and act strategically to turn their people planning into profit.

Focusing on HR as a key driver of competitive advantage and sustainable success, HR Strategy, second edition, demonstrates how to create a winning human resource strategy by predicting the results you expect to see and developing a workable, measurable plan for managing human capital. All of this requires an ability to tap into the needs of individual employees to unleash their maximum value.

This concise, easy-to-read text takes a practical, how-to approach, covering both the wide-angle theory and the day-to-day practice. This new edition includes:

• Updated case studies to demonstrate how strategies work in different organizational contexts
• Thorough revision throughout to incorporate the latest theories, developments, tools and measures
• Increased focus on the questions you need to ask about how your organization is configured, its values and principles, and what changes can be made from the ground up

HR Strategy: Business Focused Individually Centred addresses the two key themes of translating business strategy into a workable, measurable HR strategy while simultaneously tapping into the needs and motivational patterns of individual employees in order to unleash their maximum value. The ultimate aim of any HR strategy is to design the highest value organization.
Strategy may be a notoriously difficult topic to pin down but the author produces both a wide-angle view and specific examples of what a real HR strategy looks like in different organizational contexts. This is a book that covers the theory but swiftly moves on to the question of how anyone might actually start to develop a high value HR strategy. It shows the key ingredients and practical steps involved in implementation.
* Provides a total re-appraisal and critique of the theory and practice of HR strategy
* Incorporates references to companies such as British Airways, GE, Microsoft, Sears, Siebel, Toyota and Verizon
* Demonstrates how different organizations have to develop their own unique HR strategies

This volume represents the first textbook of the Maturity Institute, a new, not-for-profit, multi-disciplinary professional development institution established in 2012 to address the developmental needs of corporations. It explains the institution's brief history, philosophy, goals, principles, strategic framework and measurement of mature, management practice. It offers a critique of earlier attempts to temper and moderate the worst excesses of late 20th century capitalism including concepts of `balanced scorecards', `triple bottom lines' and `corporate social responsibilities'. It tackles the root causes of capitalism's present malaise, tracing them back to the mantra of `shareholder value'. In its analysis, the text describes a mutually inclusive, whole system, value paradigm where every societal stakeholder can benefit from corporate activity, where true wealth creation, resource utilisation and sustainability go hand-in-hand. This book provides a sophisticated, yet practical, navigation chart for all organisations needing to address the immense social and economic changes of the unfolding millennium.