دانلود کتاب The Encyclopedia of Human Resource Management: Thematic Essays

Human resource management is a vital function of any organization, at the nexus of business practice, psychology, and law. This one-of-a-kind and all-in-one print and online encyclopedia offers access to information on all manner of topics and issues related to the "people" side of business. Volume 3 provides a summary of Employment Law, Labor Relations, and Human Resources Laws and Practices from around the world, key primary documents, and links to citations to law in the natural language of the country. For professionals in human resource management, the Encyclopedia will be a handy reference. For students, researchers, and educators, it will be a first stop on the way to more in-depth research.  For entrepreneurs, managers, and employees, it will serve as an essential introduction and practical guide.Content: Chapter 1 Best Practices in Leadership Development (pages 1–22): Curtis D. CurryChapter 2 Applying Learning and Organization Development Principles to Specific Organizational Contexts (pages 23–33): Shelda DebowskiChapter 3 Improving the Customer Learning Experience with Web?Interactive Guides (pages 34–42): Kaliym IslamChapter 4 Leadership is Going Global (pages 43–53): Rainhart Lang and Irma RybnikovaChapter 5 Web 2.0 Applications in Corporate Training (pages 54–65): M.J. Hall and Manuel LondonChapter 6 High?Octane Leadership (pages 66–74): Craig M. McAllaster and Lisa Lobao JunkermanChapter 7 The Social Construction of Productive Organizations (pages 75–89): Thomas J. YannuzziChapter 8 Leadership Versatility (pages 90–97): J. Preston Yarborough and Michael A. BeitlerChapter 9 Aligning Stakeholder Goals in a Measurement Project (pages 100–111): Boyce ByerlyChapter 10 Strategic Business Partner Role (pages 112–128): David W. Jamieson, Sue Eklund and Bob MeekinChapter 11 Human Resource Metrics (pages 129–136): Tracy H. Porter and Sharon E. NorrisChapter 12 The Eight Ps of Healthy Workplace Design (pages 137–157): Kimberly S. ScottChapter 13 The HR Transition to Strategic Partner (pages 161–172): John SherlockChapter 14 Reorganization of HRM—Past, Present, and Future (pages 173–180): Peter M. Wald and Rainhart LangChapter 15 Workplace Bullying (pages 181–196): Sara Branch, Jane Murray and Sheryl RamsayChapter 16 Myths and Realities in Human Capital Development (pages 197–209): Scott Cody, Wendy Green and Doug LynchChapter 17 Lost Wisdom, Lost ROI (pages 210–225): Edwina R. HaringChapter 18 The Role of HR in Fostering Innovation in Organizations (pages 226–237): James M. HigginsChapter 19 Overtime Addiction (pages 238–251): Eric C. Jackson and Peg ThomsChapter 20 The Convergence and Divergence of HRM across Nations (pages 252–263): Rainhart Lang and Peter M. WaldChapter 21 Closing Critical Skills Gaps (pages 264–273): Pamela LoughnerChapter 22 Employee Engagement and Corporate Social Responsibility (CSR) (pages 274–286): Philip H. MirvisChapter 23 Human Resource Transformation (pages 287–297): Dayle A. SavageChapter 24 The Implications of Situational Strength for HRM (pages 298–306): Reeshad Dalal and Rustin Meyer