
Human Resource Management: A Transformative Approach
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Content
- Intro
- Contents
- Preface
- Chapter 1
- Introduction and Overview: A Transformative Approach
- Problems of the Modern Corporation
- Redefining the Employment Relationship
- Focus on "Upper End" Profits
- Hiring of Contingent Employees
- Short-Term Economic Focus
- Robbing "Skunk Works"
- Mishandling Expansion
- Compromised Ethics
- Tolerating Mediocrity
- Overlooking the Importance of Service
- Reluctance to Risk
- A Transformative Approach and HRM
- Summary of the Chapters
- Chapter Two Transforming a Discipline - The Evolution of Human Resource Management
- Chapter Three: A Transformative Philosophy - Insights to Excellence
- Chapter Four: Transformative Ethics and Human Resource Management
- Chapter Five: Developing Competencies in Human Resources - The Personal Transformation
- Chapter Six: Transformative Leadership and the Role of Human Resources
- Chapter Seven: Transforming People - Creating a Culture of Change
- Chapter Eight: Transforming Change - Internal Integration and the HRM Role
- Chapter Nine: Human Resource Management and the External Role
- Chapter Ten: International Human Resources - Changing the Paradigm
- Chapter Eleven: Tomorrow's Human Resources - Transforming the Future
- Chapter Twelve: Transforming Your Life - Your Moral Duty
- Conclusion
- References
- Chapter 2
- Transforming a Discipline: The Evolution of Human Resource Management
- The Evolving of HRM
- Era of Formalized Management
- Underlying HRM Value
- A Scientific Management Approach
- Underlying HRM Value
- The Enlightened Perspective
- Underlying HRM Value
- The Hawthorne Era
- Underlying HRM Value
- The Human Relations Era
- Underlying HRM Value
- The Psychological Assessment Era
- Underlying HRM Value
- The Human Motivation Era
- Underlying HRM Value
- The Performance Measurement Era
- Underlying HRM Value
- The Downsizing Era
- Underlying HRM Value
- The Strategic Management Era
- Underlying HRM Value
- The Transformative Era
- Underlying HRM Value
- Six Realities for HRPs
- 1. HRPs Will Be Asked to Contribute - But Will Have Little Formal Power
- 2. HRPs Are Expected to Be Experts - Virtually About Everything
- 3. In a Constantly Changing World, The Learning Requirement Will Never Stop
- 4. Many of the Issues to Face Will Demand a Subjective Response
- 5. Many Variables Will be Beyond Your Control - So Accept That Context Now
- 6. For Many Issues There Will be No "Right Answers" -- Sorry about That!
- Nine Critical Skills
- 1. The Skill to Listen
- 2. The Empathy to Care
- 3. The Ability to Say, "No."
- 4. The Curiosity to Question
- 5. The Charity to Forgive
- 6. The Humility to Appreciate
- 7. The Vision to Foresee
- 8. The Capacity to Research
- 9. The Sense of Humor to Laugh
- Conclusion
- References
- Chapter 3
- A Transformative Philosophy: Insights to Excellence
- The Transformative Approach
- Transformative Philosophy
- Transformative Philosophy and the Theory of Reasoned Action
- Six Components of a Transformative Philosophy
- 1. Purpose
- 2. Principles
- 3. Practices
- 4. People
- 5. Perspective
- 6. Priorities
- Adopting a Transformative Philosophy
- 1. Formally Examine Your Own Underlying Beliefs
- 2. Research Evolving Literature about Successful Organizations
- 3. Evaluate Your Values and Assumptions
- 4. Define How You Want to be Treated
- 5. Formalize Your Mission Statement
- 6. Examine the Consequences of Your Behaviors
- 7. Assess the Commitment and Trust of Others
- 8. Consider the Covenantal Duties Leaders Owe
- 9. Update Your Own Philosophy
- 10. Recommit Yourself to a Higher Standard
- Conclusion
- References
- Chapter 4
- Transformative Ethics and Human Resource Management
- Ethics, Morality, and Human Resources
- Transformative Ethics and Human Resource Management
- 1. Ethic of Care
- Honoring this Ethic
- Failing to Honor
- 2. Ethic of Self-Actualization
- Honoring the Ethic
- Failing to Honor
- 3. Ethic of Contributing Liberty
- Honoring this Ethic
- Failing to Honor
- 4. Ethic of Distributive Justice
- Honoring the Ethic
- Failing to Honor
- 5. Ethic of Economic Efficiency
- Honoring this Ethic
- Failing to Honor
- 6. Ethic of Universal Rights
- Honoring the Ethic
- Failing to Honor
- 7. Ethic of Universal Rules
- Honoring the Ethic
- Failing to Honor
- 8. Utilitarian Ethics
- Honoring this Ethic
- Failing to Honor
- 9. Ethic of Government Regulations
- Honoring this Ethic
- Failing to Honor
- 10. Ethics of Religious Injunction
- Honoring this Ethic
- Failing to Honor
- 11. Virtue Ethics
- Honoring this Ethic
- Failing to Honor
- 12. Ethic of Self-Interest
- Honoring this Ethic
- Failing to Honor
- Applying Transformative Ethics
- 1. Examine Your Own Ethical Assumptions
- 2. Acknowledge the Reality of Conflicting Expectations
- 3. Identify Possible Ethical Breaches
- 4. Incorporate the TE Framework
- 5. Commit to a Revised Ethical Standard
- 6. Constantly Reassess Systems and Behaviors
- The Challenge
- References
- Chapter 5
- Developing Competencies in Human Resources: The Personal Transformation
- Management Functions and Competencies
- Ability to Plan
- Skill in Organizing
- Directing Effectively
- Subtle Control
- Constant Monitoring
- Operative Functions and Competencies
- Recruitment
- Selection
- Performance Assessment
- Training
- Employee Relations
- Internal Consulting
- Safety Administration
- Reporting
- Acquiring These Competencies
- The Challenge
- References
- Chapter 6
- Transformative Leadership and the Role of Human Resources
- Six Strategic Roles of Human Resources
- 1. Create and Sustain an Organizational Culture
- 2. Demonstrate Excellence Performing Technical Tasks
- 3. Function as Consulting Business Partners
- 4. Empower Employees and Represent their Interests
- 5. Support Constant Learning and Continuous Improvement
- 6. Monitor the Climate and Support Continuous Change
- The Nature of Transformative Leadership
- Level 5 Leadership's Humility and Fierce Resolve
- Covenantal Leaders' Commitment to the Truth
- Servant Leaders' Caring for Others
- Principle-Centered Leadership's Emphasis on Virtues
- Charismatic Leadership's Personal Connection
- Transformational Leadership's Commitment to Change
- Transformative Leadership's Integration of Obligations
- Ten HRM Contributions of Transformative Leadership
- 1. Emphasizes the Importance of Ethics and Trust
- 2. Confirms the Importance of Leader Humility
- 3. Affirms the Significance of Win-Win
- 4. Values Service Over Self-Interest
- 5. Rewards Constant Learning
- 6. Sustains a Noble Purpose
- 7. Founded on Universal Principles
- 8. Seeks Facts and Truth
- 9. Empowers and Engages
- 10. Embraces Ethical Stewardship
- The Transformative Leadership Challenge
- References
- Chapter 7
- Transforming People: Creating a Culture of Change
- Organizational Culture and the HRP
- Culture, Human Resources, and Transforming People
- Eight Significant HRP Responsibilities
- 1. Identifying Changes in Strategic Direction
- 2. Researching Critical Factors to Support Change
- 3. Responding to Structural/Recruiting Priorities
- 4. Consulting with Departments and Teams
- 5. Conducting Essential Organization Training and Development
- 6. Advising and Monitoring the Change Process
- 7. Tracking and Reporting Key Indicators
- 8. Creating Systems that Reinforce the Transition
- Obstacles to Transforming People
- 1. Defining the Wrong Purpose
- 2. Identifying the Wrong Job Requirements
- 3. Hiring the Wrong People
- 4. Ignoring True Principles
- 5. Failing to Explain Decisions
- 6. Undercommunicating Key Information
- 7. Overlooking Critical Employees
- 8. Thinking Short-term
- 9. Underinvesting in Employee Training
- 10. Treating Everyone the Same
- 11. Forgetting to Thank
- 12. Breaking Important Promises
- The Challenge
- References
- Chapter 8
- Transforming Change: Internal Integration and the HRM Role
- Human Resources and its Evolving Role
- HRPs as Advocates of Change
- HRPs as Champions of Change
- HRPs as Facilitators of Change
- Supporting Organization Transformation
- 1. Clarifying the Problems
- 2. Reporting Unexpected Surprises
- 3. Involving Employees Throughout
- 4. Delivering Training about Change
- 5. Researching Alternatives
- 6. Identifying Root Causes
- 7. Aligning HRM Practices
- 8. Celebrating Small Wins
- 9. Reinforcing Culture Changes
- 10. Follow Up with Managers
- Reframing the HRM Role
- 1. Reexamine the Role of Strategic HRM
- 2. Update Your Assumptions about the Value of Trust
- 3. Rethink the Values that Matter to You
- 4. Acknowledge the Need for a Change-Oriented Culture
- 5. Align Your HRM Policies with Your Strategy
- 6. Examine Your Fundamental Ethical Assumptions
- 7. Invest in Constant Learning and Continuous Improvement
- 8. Be World Class or Prepare to Exit
- No Guarantees
- References
- Chapter 9
- Human Resource Management and the External Role
- Kotter's Change Model and External Adaptation
- 1. Establishing a Sense of Urgency
- 2. Creating the Guiding Coalition
- 3. Developing a Vision and Strategy
- 4. Communicating the Change Vision
- 5. Empowering Employees for Broad-Based Action
- 6. Generating Short-Term Wins
- 7. Consolidating Gains and Producing More Change
- 8. Anchoring New Approaches in the Culture
- Seven Qualities of HRPs
- 1. Knowledge of Economic Factors
- 2. Awareness of Political Instability
- 3. Expertise about Disruptive Innovation
- 4. Competence in Force Field Analysis
- 5. Skill in Culture Realignment
- 6. Knowing What to Measure
- 7. Contextual Assessment Insight
- Effectively Utilizing HRPs
- 1. Carefully Assess the Qualifications of All HRPs
- 2. Demand HRM & TMT Accountability
- 3. Insist Upon Integrity, Beneficence, and Competence
- 4. Prepare for Constant Change
- 5. Adopt a Learning Culture
- Conclusion
- References
- Chapter 10
- International Human Resources: Changing the Paradigm
- Eight Common Problems
- 1. The Ineffectiveness of Ex Patriate Management
- 2. Insensitivity to Cultural Differences
- 3. Capabilities of Host Country HRM Personnel
- 4. Incompatibility in Partnering with Local Personnel
- 5. Compensating for Differences in Standard of Living
- 6. Understanding and Responding to Local Laws
- 7. Adjusting to Differences in Ethical Assumptions
- 8. Difficulty in Creating a Valid Interpersonal Connection
- Twelve Ways to Improve IHRM
- 1. Exponentially Increase Expat Training
- 2. Increase Tenure Requirement for Expat Assignments
- 3. Expand Expat Training for Spouses and Children
- 4. Discontinue Creation of Company Compounds
- 5. Reward Employees and Families for Language Competency
- 6. Increase the Length of Time of Expat Preparation
- 7. Build in a Career Path for Expat Repatriation
- 8. Place More HRP Expats in Host Countries
- 9. Recruit Host Country Employees to Attend Home Country Universities
- 10. Invest in High Potential Host Country "Stars"
- 11. Emphasize Social Interaction between Expats and Host Country Nationals
- 12. Adjusting Host Country Compensation for Key Positions
- Insights about IHRM
- 1. The Nature of the Gig Economy
- 2. The Myth of the "Good Manager"
- 3. TMT Failure to Understand Cultural Differences
- 4. The Myth that "HRM is Easy and Anyone can do It"
- 5. Missing the HRM Issue
- 6. Insufficient Host Country IHRM Support
- Conclusion
- References
- Chapter 11
- Tomorrow's Human Resources: Transforming the Future
- Nine Changes in HRM
- 1. Creation of the Core Corporation
- 2. Restructuring Employee Selection
- 3. Scrapping of Traditional Performance Appraisal
- 4. Increasing Importance of Employee Partnering
- 5. Expanding the Tracking of Value Added
- 6. Increasing Importance of Accountability
- 7. Partnering with Academia and Government
- 8. Expanding Social Responsibility
- 9. Discontinuing HRM Outsourcing
- Barriers to Change
- The Change Challenge
- References
- Chapter 12
- Transforming Your Life: Your Moral Duty
- The Personal Contribution of HRPs
- 1. Personal Example of Organizational Values
- 2. Subject Matter Experts of Their Profession
- 3. Champions of the Organizational Mission
- 4. Advocates of Employees' Best Interests
- 5. Personal Role Models
- The Nature of Individual Identity
- Eight Principles to a Healthier Identity
- Expanding Your Capacity
- The Challenge
- References
- About the Editors and Authors
- Index
- Blank Page
- Blank Page
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