The Future of Human Resource Management: 64 Thought Leaders Explore the Critical HR Issues of Today and Tomorrow

  • 7h 30m
  • Dave Ulrich (eds), Michael Losey, Sue Meisinger
  • John Wiley & Sons (US)
  • 2005

Sixty-three stellar academics, consultants, and practitioners look at the future of human resources

The follow-up to the bestselling Tomorrow's HR Management, this book presents an international panel of expert contributors who offer their views on the state of HR and what to expect in the future. Topics covered include HR as a decision science, understanding and managing people, creating and adapting organizational culture, the effects of globalization, collaborative ventures, and investing in the next generation. Like its bestselling predecessor before it, The Future of Human Resource Management offers the very best thinking on the future of HR from the most respected leaders in the field.

In this Book

  • The Future Human Resource of Management—64 Thought Leaders Explore The Critical HR Issues of Today and Tomorrow
  • Introduction
  • Will There Really Be a Labor Shortage?
  • The Motivator's Dilemma
  • Anticipating Change: Will There Be a Labor Shortage?
  • Get, Keep, Grow
  • The New Employment Relationship versus the Mutual Investment Approach: Implications for Human Resource Management
  • The Future Human Resource Professional's Career Model
  • Human Resource Education: A Career-Long Commitment
  • Life after Outsourcing: Lessons Learned and the Role of Human Resources as a Strategic Business Partner
  • The Four Cs of the HR Profession: Being Competent, Curious, Courageous, and Caring about People
  • Differentiation through People—How Can HR Move beyond Business Partner?
  • The Chief Integrative Leader: Moving to the Next Economy's HR Leader
  • From Business Partner to Driving Business Success: The Next Step in the Evolution of HR Management
  • Workforce Diversity: A Global HR Topic That Has Arrived
  • "Not Just Any Seat at the Table"
  • What Distinguishes the Outstanding HR Executives from the Others
  • Evolution and Revolution in the Twenty-First Century: Revolutionary New Rules for Organizations and Managing Human Resources
  • From Human Resources Management to Organizational Effectiveness
  • HR as a Strategic Partner: Culture Change as a Case Study
  • Changing Mental Models: HR's Most Important Task
  • Building a Market-Focused Culture
  • Branding from the Inside Out: HR's Role as Brand Builder
  • The Winning Team: A Strategic Imperative
  • Workforce Strategy: A Missing Link in HR’s Future Success
  • Connecting Strategy and HR: Establishing a New Logic of Partnership
  • What Really Works? HR's Role in Building the 4+2 Organization
  • Human Resources' New ROI: Return on Intangibles
  • In Pursuit of Marketplace Agility: Applying Precepts of Self-Organizing Systems to Optimize Human Resource Scalability
  • Creating the Capability for Collaborative Entrepreneurship: HR's Role in the Development of a New Organizational Form
  • Partner or Guardian? HR's Challenge in Balancing Value and Values
  • Science Explodes Human Capital Mythology
  • Human Resource Accounting, Human Capital Management, and the Bottom Line
  • Improving Human Resources' Analytical Literacy: Lessons from Moneyball
  • The Dual Theory of Human Resource Management and Business Performance: Lessons for HR Executives
  • Talentship, Talent Segmentation, and Sustainability: A New HR Decision Science Paradigm for a New Strategy Definition
  • Teamwork: The New Emphasis on Two-Sided Accountability
  • Managing Cooperatively within Organizations
  • Power, the Last Corporate Taboo
  • A Challenge to HR: Building the Company's External Dimension
  • Leading Change: An Imperative of Leadership
  • When Ethics Calls the HR Helpline
  • Global and Local Balance in Human Resources Leadership
  • Global HR as Competitive Advantage: Are We Ready?
  • A New Paradigm for HR: Dilemmas in Employing and Managing the Resourceful Human
  • Counterintuitive Findings in International HRM Research and Practice: When Is a Best Practice Not Best for Practice?
  • Becoming Business Partners in Chinese Firms: Challenges and Opportunities
  • Conclusion: Reality, Impact, and Professionalism
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