Building More Effective Organizations: HR Management and Performance in Practiceby Ronald J. Burke
Pub. Date: 11/30/2007
Publisher: Cambridge University Press
Organizations today are facing heightened challenges in their efforts to perform effectively. These challenges are reflected in the failure of many long-standing organizations and the shortened tenure of senior level executives. There is increasing agreement that the unique competitive advantage organizations have today lies in their people, their human resource… See more details below
Organizations today are facing heightened challenges in their efforts to perform effectively. These challenges are reflected in the failure of many long-standing organizations and the shortened tenure of senior level executives. There is increasing agreement that the unique competitive advantage organizations have today lies in their people, their human resource management practices and their cultures. All other elements of production can be readily obtained, bought or copied. We are now in the era of human capital; to be successful organizations need to unleash the talents of their people. Fortunately we now have considerable understanding of what high performing organizations look like. However, a large gap still exists between what we know and what managers actually do. With contributions from a team of leading academics and practitioners, Building More Effective Organizations provides an extensive survey of human resource management and the organizational practices associated with the high performance of individuals.
- Cambridge University Press
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Table of ContentsList of figures; List of tables; List of contributors; Foreword; Preface; Acknowledgements; Part I. Building More Effective Organizations: 1. Building more effective organizations: a primer Ronald J. Burke and Cary L. Cooper; Part II. Enhancing Individual Health and Performance: 2. Enthusiastic employees David Sirota, Louis A. Mischkind and Michael I. Meltzer; 3. Organizational citizenship behavior, transaction cost economics, and the flat world hypothesis Dennis W. Organ and Jay Lee; 4. Best practices for work stress and well-being: solutions for human dilemmas in organizations Alvin L. Gibson and James Campbell Quick; 5. Enhancing staff well-being for organizational effectiveness Ivan T. Robertson, Gordon Tinline and Susannah Robertson; Part III. Enhancing Organizational Health and Performance: 6. Maximizing the value of leadership development: key questions (and some answers) Steve Kerr, Steffen Landauer and Elise Lelon; 7. Best practices in building more effective teams Kevin C. Stagl and Eduardo Salas; 8. Career development processes in organizations Yehuda Baruch and Sherry E. Sullivan; 9. Fostering organizational learning: creating and maintaining a learning culture Silvia Salas and Mary Ann Von Glinow; 10. Work-life balance, best practices and healthy organizations: a European perspective Christine Purcell, Suzan Lewis, Janet Smithson and Sue Caton; 11. Diversity management practices in leading edge firms Val Singh; Part IV. Transforming Organizations: 12. Making it better - achieving outstanding performance in manufacturing organizations John Bessant and Dave Francis; 13. Culture change in a financial services organization Emma Preece; 14. Building the sustainable organization through adaptive, creative coherence in the HR system Barry Colbert, Elizabeth Kurucz and David Wheeler; 15. Be in to win - from absence to attendance in Royal Mail Group Stuart Kennedy and Tony McCarthy; 16. Transforming a company into a community Philip Mirvis; Index.
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