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Human Resources in Research and Practice Table of Contents
 

    
 

Human Resources in Research and Practice: The RQ Reader 

By Society for Human Resource Management

2010, 250 pages, Paperback 

ISBN: 978-1-586-44209-5

SHRMStore Item #: 61.15012

 

Annotated Table of Contents

 

Introduction

PART I: STRATEGIC HR MANAGEMENT

Chapter 1. Leveraging Employee Engagement for Competitive Advantage: HR’s Strategic Role (2007)

Employee engagement is a key business driver for organizational success. High levels of engagement in domestic and global firms promote retention of talent, foster customer loyalty, and improve organizational performance and stakeholder value. A complex concept, engagement is influenced by many factors—from workplace culture, organizational communication, and managerial styles to trust and respect, leadership, and company reputation. For today’s different generations, access to training and career opportunities, work/life balance and empowerment to make decisions are important. Thus, to foster a culture of engagement, HR leads the way to design, measure, and evaluate proactive workplace policies and practices that help attract and retain talent with skills and competencies necessary for growth and sustainability.

Chapter 2. Organizational Development: A Strategic HR Tool (2007)

To implement critical organizational change in domestic and global companies, the use of organization development (OD) offers HR a competitive advantage. With a focus on planned change, OD promotes organizational learning and effectiveness for the benefit of the company. With the strategic link between OD and HR, OD fosters the development of a healthy and productive workforce.

Chapter 3. Leveraging HR and Knowledge Management in a Challenging Economy (2009)

In today’s challenging economy, organizations that optimize knowledge management—a key success factor—are leaders in their field. As a strategic business partner, HR plays an important role in fostering a workplace culture for organizational learning. From sustainability and education to workforce planning and global knowledge transfer, knowledge management is essential for competitive advantage.

Chapter 4. Change Management: The HR Strategic Imperative as a Business Partner (2007)

In today’s fast-paced, hyper-competitive global environment, change is constant. Rooted in culture, communication, and leadership, successful change is essential, yet amazingly elusive. HR’s role as a strategic business partnergrounded in vision and ongoing communicationis pivotal for organizational change. HR professionals for whom change management is relatively new will want to learn change competencies to expand their leadership skills.

Chapter 5. Maximizing Human Capital: Demonstrating HR Value with Key Performance Indicators (2006)

To drive value and optimize company performance, human capital—the collective knowledge, skills, and abilities of people that contribute to organizational success—is an asset to be leveraged. Based on corporate culture, organizational values, and strategic business goals and objectives, human capital measures indicate the health of the organization. The effective use of key performance indicators (KPIs) that measure human capital outcomes, such as talent management, employee engagement, and high performance, illustrates the firm’s business, financial and strategic goals, promotes partnership with senior management for organizational success and demonstrates HR value to the C-suite.

 

PART II: STAFFING MANAGEMENT

Chapter 6. Talent Management: Driver for Organizational Success (2006)

In today’s global economy, companies must continually invest in human capital. In the role of business partner, HR leaders work closely with senior management to attract, hire, develop, and retain talent. Yet the skills shortage presents both socio-economic and cultural challenges as talent crosses borders. Thus, in view of workforce trends such as shifting demographics, global supply chains, the aging workforce, and increasing global mobility, forward-looking organizations must rethink their approach to talent management to best harness talent. By doing so, they will be positively positioned to succeed in a highly competitive marketplace. In addition, organizational culture, employee engagement, and leadership development have a significant impact on talent retention. Taking these factors into consideration, an integrated approach to talent management offers a pathway toward sustaining outstanding business results.

Chapter 7. Workplace Diversity: Leveraging the Power of Difference for Competitive Advantage (2005)

Workplace diversity has taken on a new face. Today, workplace diversity is no longer just about anti-discrimination compliance. Workplace diversity now focuses on inclusion and the impact on the bottom line. Leveraging workplace diversity is increasingly seen as a vital strategic resource for competitive advantage. More companies are linking workplace diversity to their strategic goals and objectives—and holding management accountable for results. Thus, HR plays a key role in diversity management and leadership to create and empower an organizational culture that fosters a respectful, inclusive, knowledge-based environment where each employee has the opportunity to learn, grow, and meaningfully contribute to the organization’s success.

Chapter 8. Selected Cross-Cultural Factors in Human Resource Management (2008)

The workforce of the 21st century is increasingly diverse and multicultural. To effectively manage and lead in this environment, HR must be knowledgeable about cross-cultural factors—on both the domestic and global fronts—in human resource management. By promoting education in cross-cultural competencies throughout the organization, HR can better serve the company to successfully achieve its mission and goals.

Chapter 9. The Multigenerational Workforce: Opportunity for Competitive Success (2009)

Demographic and social trends will have a significant impact on the workforce in the coming years. Thus, in today’s struggling global economy, it is more important than ever that organizations leverage the knowledge, skills, and abilities of all workers—from all generations. By capitalizing on the strengths and values of different generations, HR leaders can create a competitive advantage.

Chapter 10. Global Talent for Competitive Advantage (2010)

This article focuses on global talent—from global mindset, cultural awareness, and adaptability, to key aspects of global staffing, spouse and family challenges, mobility trends, safety and security, and retaining global talent of repatriates—all essential for proactive global HR executives and their teams. Based in research and recent case studies, the article presents views of global HR professionals in the field, with examples of what their companies have done to address global talent challenges. Both new and seasoned global HR professionals will find this article to be of value for workforce planning of global talent.

 

PART III: EMPLOYEE RELATIONS AND ORGANIZATIONAL DEVELOPMENT

Chapter 11. Leadership Development: Optimizing Human Capital for Business Success (2006)

Linking leadership development to the organization’s mission and strategic goals is a smart business strategy. Changing times—and the changing nature of leadership—demands solid commitment to the development of future leaders. Successful firms maximize their investment in human capital by developing leadership potential throughout the organization with integrated programs that emphasize corporate values, critical skills and competencies, knowledge management, succession planning, and a global mindset for business success. With collaborative leadership taking center stage as the new paradigm in today’s global marketplace, organizations that strategically focus on building leadership capacity for the future will reap the benefits in the years to come.

Chapter 12. Motivation in Today’s Workplace: The Link to Performance (2010)

In today’s hyper-competitive marketplace, understanding what fosters and forwards employee motivation—and, thus, organizational performance—is critical. Based on theories, studies, best practices, case studies, and resources about motivation, this solutions-focused research article presents valuable information for the senior HR leader seeking competitive advantage.

Chapter 13. Performance Management: Getting It Right from the Start (2004)

Establishing a company performance management system is a significant undertaking. HR practice leaders have grappled with this issue for decades, and academic and professional journals contain a plethora of ideas and approaches on this subject too numerous to count. Clearly, there is no one-size-fits-all solution for any organization. Each organization is unique and must find its own niche in the marketplace. However, most would agree that whether our organizations are large or small in revenue or in human capital, there are certain fundamental criteria that could apply equally. This article discusses certain “critical success factors” that every organization interested in getting it right from the start may wish to consider when formalizing a performance management system.

Chapter 14. Successful Transitioning to a Virtual Organization: Challenges, Impact and Technology (2010)

With an emphasis on a solutions-based approach, this article explores key factors to successfully transition to a virtual organization and includes real-life scenarios to illustrate both effective and ineffective approaches, with a focus on leadership styles, the effectiveness of virtual working teams, communication, technology, virtual meetings and management, and global virtual teams.

Chapter 15. Business Ethics: The Role of Culture and Values for an Ethical Workplace (2009)

An ethical workplace is established through an organization’s culture, values, and leadership. To promote ethical behavior, human resource professionals, people managers, and senior management need to be knowledgeable about business ethics—from leadership, codes of conduct, and related legislation to compliance training, ethical decisionmaking, and cultural and generational differences around ethics. Transparency, fairness, and communication are key for establishing and maintaining an ethical workplace.

 

PART IV: THE HR PROFESSIONAL

Chapter 16. Creativity and Innovation in Human Resource Management: A Sign of the Times (2009)

In today’s marketplace, organizational sustainability requires new ways of thinking and working. Through creating value and capitalizing on new opportunities, HR and organizational leaders can foster innovative practices and solutions that enable organizations to gain a competitive advantage on both the domestic and global fronts.

Chapter 17. Career Development for HR Professionals (2008)

In human resource management, career development is vital for success. This article presents information and perspectives to assist HR professionals who are either new to HR or in the early years of their careers to assess, evaluate, and manage their career development and thus leverage and promote their own career for the future.

 

Endnotes

Index

Additional SHRM-Published Books

 

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