This book explores important issues in human capital in human resource management as it relates to management information systems (MIS). It highlights how management information systems are implemented and the potential for employee resistance, offering behavioral strategies to involve employees in adopting effective MIS and in overcoming resistance during change. The authors also look at the available research that focuses on the changing skills requirements of employees in the context of both MIS perspectives and HRM perspectives. They address how current trends have evolved into a hyper-emerging market of competitive advantage and fast-changing environments toward globalization. The authors also address: workforce planning and management systems strategic human resource management re-engineering work processes for improved productivity work-force diversity the integration of MIS-HRIS and employee involvement human resource globalization and MIS implications the impact of digital technology on decentralized work sites organizational continuous improvement programs
Focusing on current workplace issues and employee and employer expectations of Human Resource Management in a rapidly changing business environment, this book examines current trends of HR practices and expands on current literature.
Establishing the agenda for global HR, this book looks through the eyes of HR professionals themselves. It gives a broad, coherent overview of the field of IHRM and a detailed, practical analysis of what is needed to be successful in this crucial area of modern management. A number of key questions are addressed: Does IHRM drive the business agenda more than domestic HRM? What is the impact of IHRM on organizational effectiveness? What are the keys to success in IHRM? Drawing upon current research conducted as part of the Chartered Institute of Personnel and Development's Globalization Research Project the text includes data from surveys of HR professionals and company practice as well as longitudinal case studies.
With increasing globalization comes the need to understand human resource management (HRM) more broadly across countries, cultures, institutions, and organizational types. Designed to help readers explore and understand the key concepts and latest research behind the strategic management of people in organizations that operate in a global context, this accessible book provides concise coverage of HRM concepts, balancing comparative approaches and US and non-US schools of thought. Not limited to the multinational firm, the book reflects the most current knowledge in the field and considers all types of organizations embedded in the global context. Chapter-opening vignettes (short cases) exemplify the chapter’s core topics and show readers how chapter content can be applied. Extensive references make it easy for readers to explore concepts in more depth.
Human capital - the performance and the potential of people in an organization - has become an increasingly important issue. With a strong practitioner focus, this book provides business leaders and HR professionals with new insights into how to improve business performance through a strategic approach to human capital.
International Human Resource Management tackles the issues raised by cross-national differences in HRM styles. Specifically, it identifies a number of themes: the meaning of globalization and the extent to which it is a novel phenomenon; the challenges to national traditions; the embeddedness of actors in distinct national styles; the way in which many key issues within international HRM are contested; and the extent to which change in national systems is evident.These themes underlie the treatment of the content of the book, which is split into two parts. The first part of the book examines the context of international HRM through an examination of the process of globalization and the origins of the distinctiveness of national business systems. The second part is concerned with particular issues relating to multinational companies, such as how and why they transfer practices across operations in different countries. In addition, this part tackles HR issues in international context, such as management development, pay and reward, and recruitment and selection. This book will appeal to undergraduates taking International HRM courses, those taking Masters programmes in HRM and MBA students. It may also be used as supplementary reading for comparative industrial relations courses that feature multinational companies. Tony Edwards is Senior Lecturer, Department of Management at King's College, London and Chris Rees is Reader in International Employment Relations, Kingston Business School, Kingston University.
Human capital—the knowledge, skills, and health that people accumulate over their lives—is a central driver of sustainable growth, poverty reduction, and successful societies. More human capital is associated with higher earnings for people, higher income for countries, and stronger cohesion in societies. Much of the hard-won human capital gains in many economies over the past decade is at risk of being eroded by the COVID-19 (coronavirus) pandemic. Urgent action is needed to protect these advances, particularly among the poor and vulnerable. Designing the needed interventions, targeting them to achieve the highest effectiveness, and navigating difficult trade-offs make investing in better measurement of human capital now more important than ever. The Human Capital Index (HCI)—launched in 2018 as part of the Human Capital Project—is an international metric that benchmarks the key components of human capital across economies. The HCI is a global effort to accelerate progress toward a world where all children can achieve their full potential. Measuring the human capital that children born today can expect to attain by their 18th birthdays, the HCI highlights how current health and education outcomes shape the productivity of the next generation of workers and underscores the importance of government and societal investments in human capital. The Human Capital Index 2020 Update: Human Capital in the Time of COVID-19 presents the first update of the HCI, using health and education data available as of March 2020. It documents new evidence on trends, examples of successes, and analytical work on the utilization of human capital. The new data—collected before the global onset of COVID-19—can act as a baseline to track its effects on health and education outcomes. The report highlights how better measurement is essential for policy makers to design effective interventions and target support. In the immediate term, investments in better measurement and data use will guide pandemic containment strategies and support for those who are most affected. In the medium term, better curation and use of administrative, survey, and identification data can guide policy choices in an environment of limited fiscal space and competing priorities. In the longer term, the hope is that economies will be able to do more than simply recover lost ground. Ambitious, evidence-driven policy measures in health, education, and social protection can pave the way for today’s children to surpass the human capital achievements and quality of life of the generations that preceded them.
Human Resources Management Issues, Challenges and Trends: “Now and Around the Corner” explores and provides an updated look at some of the challenges, trends and issues HRM professionals will need to focus on now and around the corner. Like other departments in the broader organization HRM professionals will need to increasingly demonstrate how they add value and contribute to the organization’s success. While the trends, challenges and issues impacting organizations and HRM professionals will continue to change over the years, the bottom-line of organization success is the clear reality that employees are their best assets and the need for effective HRM. The book is intended to help to better understand the ongoing transformation of HRM given the issues, challenges and opportunities offered by the contributors to this book. This means the book discusses the ever evolving role of HRM professionals to include discussion of how the profession must continue to become more adaptive, resilient, quick to change direction and customer-centered in its efforts to help meet the human resource needs of contemporary organizations and their employees. The book contributes to the ongoing dialogue and insights offered by HRM experts on what HRM professionals and their organizations can do in the face of such challenges, trends and issues in their efforts to win the talent wars.
