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The Most Important Asset: Valuing Human Capital
The principles of sound human resource management are generally understood, but too often practitioners believe the same policies and programs will work in all contexts. The effectiveness of any system is highly dependent on the context within which it must function. And due to globalization and increased workforce diversity, the contexts across and even within organizations have become more varied.

The Most Important Asset is a story about new graduates entering the human resources field, encountering and dealing with workforce management challenges and issues and developing their own professional competence through experience. Principles are presented and alternative solutions to problems are explored, providing the reader with a roadmap for analyzing situations and making decisions as to how to act. Placing the characters in different types of organizations provides insights into how different contexts call for different strategies. Alternative strategies for staffing an organization, developing its people, defining, measuring and rewarding performance are used to illustrate how what is done should be compatible with the mission, culture, organizational strategy, and internal and external realities.

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The Most Important Asset: Valuing Human Capital
The principles of sound human resource management are generally understood, but too often practitioners believe the same policies and programs will work in all contexts. The effectiveness of any system is highly dependent on the context within which it must function. And due to globalization and increased workforce diversity, the contexts across and even within organizations have become more varied.

The Most Important Asset is a story about new graduates entering the human resources field, encountering and dealing with workforce management challenges and issues and developing their own professional competence through experience. Principles are presented and alternative solutions to problems are explored, providing the reader with a roadmap for analyzing situations and making decisions as to how to act. Placing the characters in different types of organizations provides insights into how different contexts call for different strategies. Alternative strategies for staffing an organization, developing its people, defining, measuring and rewarding performance are used to illustrate how what is done should be compatible with the mission, culture, organizational strategy, and internal and external realities.

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The Most Important Asset: Valuing Human Capital

The Most Important Asset: Valuing Human Capital

by Robert Greene
The Most Important Asset: Valuing Human Capital

The Most Important Asset: Valuing Human Capital

by Robert Greene

Overview

The principles of sound human resource management are generally understood, but too often practitioners believe the same policies and programs will work in all contexts. The effectiveness of any system is highly dependent on the context within which it must function. And due to globalization and increased workforce diversity, the contexts across and even within organizations have become more varied.

The Most Important Asset is a story about new graduates entering the human resources field, encountering and dealing with workforce management challenges and issues and developing their own professional competence through experience. Principles are presented and alternative solutions to problems are explored, providing the reader with a roadmap for analyzing situations and making decisions as to how to act. Placing the characters in different types of organizations provides insights into how different contexts call for different strategies. Alternative strategies for staffing an organization, developing its people, defining, measuring and rewarding performance are used to illustrate how what is done should be compatible with the mission, culture, organizational strategy, and internal and external realities.

Product Details

ISBN-13: 9781032096193
Publisher: Taylor & Francis
Publication date: 06/30/2021
Pages: 320
Sales rank: 511,638
Product dimensions: 6.12(w) x 9.19(h) x (d)

About the Author

Robert J. Greene, Ph.D., is CEO of Reward Systems, Inc. and faculty for DePaul University, USA. He has over 40 years of industry, consulting and teaching experience. He is author of over 100 articles/book chapters, including Rewarding Performance: Guiding Principles; Custom Strategies and Rewarding Performance Globally: Reconciling the Global–Local Dilemma. Robert was the first recipient of the Keystone Award for achieving the highest level of excellence in the human resources field.

Table of Contents

1 Preparing for the real world New graduates prepare themselves for their transition into the business world. 2 Entering the real world The characters find employment in different types of organizations. 3 Making sense of the real world The differences between their organizations cause the characters to struggle with how differences impact the effectiveness of workforce management strategies. 4 Assessing organizational context The impact of the characteristics of the different contexts on policies and programs are assessed and ways to accommodate differences are explored. 5 Facing a down economy Changing economic conditions impact organizations differently and ways to operate effectively under the new conditions are sought. 6 Evaluating alternative HR strategies The different organizations attempt to find strategies that enable them to cope effectively with environmental realities. 7 Learning from others The characters attend a professional association conference and attempt to find answers for their own organizations to pressing issues. 8 Expanding horizons Annette begins facing global workforce management issues and attempts to find ways to deal with issues raised by operating with a culturally diverse workforce. 9 You win some, you lose some Don struggles with convincing the senior management team at the utility that changes are needed, meeting with limited success. 10 Considering new career frontiers Rob begins a transition into the academic world and Don continues to be frustrated in selling what he believes to be the right path. 11 Life in the (not so?) real world Rob finds his world to have transformed as he attempts to find how the findings of research can be reconciled with the practices common in
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