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Effective Human Resource Management
Effective Human Resource Management is the Center for Effective Organizations' (CEO) sixth report of a fifteen-year study of HR management in today's organizations. The only long-term analysis of its kind, this book compares the findings from CEO's earlier studies to new data collected in 2010. Edward E. Lawler III and John W. Boudreau measure how HR management is changing, paying particular attention to what creates a successful HR function—one that contributes to a strategic partnership and overall organizational effectiveness. Moreover, the book identifies best practices in areas such as the design of the HR organization and HR metrics. It clearly points out how the HR function can and should change to meet the future demands of a global and dynamic labor market. For the first time, the study features comparisons between U.S.-based firms and companies in China, Canada, Australia, the United Kingdom, and other European countries. With this new analysis, organizations can measure their HR organization against a worldwide sample, assessing their positioning in the global marketplace, while creating an international standard for HR management.
Creating a Strategic Human Resources Organization
This volume presents the findings of a 6-year longitudinal study on the function of HR organizations in large corporations. The results of the study, conducted by the Center for Effective Organizations at the University of Southern California, are distilled into a vision of how HR can become a contributor to organizational success in today's knowledge economy.
Global Trends in Human Resource Management
Since 1995, USC's Center for Effective Organizations (CEO) has conducted the definitive longitudinal study of the human resource management function in organizations. By analyzing new data every three years since then, the Center has been able to consistently chart changes in how HR is organized and managed, while at the same time providing guidance on how professionals in the field can drive firm performance. Global Trends in Human Resource Management, the seventh report from CEO, provides the newest findings about what makes HR successful and how it can add value to organizations today. Edward E. Lawler III and John W. Boudreau conclude that HR is most powerful when it plays a strategic ro...
Innovation Networks in Industries
This informative book provides an extensive study in the fields of industry structure, firm strategy and public policy through the use of network concepts and indicators. It also elucidates many of the complexities and challenges involved. The contributors explore the role of networks in industries, reflecting a belief that some of the most important analytical and policy questions related to networks must fully consider the industry level. This includes examining the very structure of industries, the role of relationships in different sectoral systems of production and innovation, and the delineation of real industry boundaries. Innovation Networks in Industries will be a useful enhancement to the studies of postgraduate students in the fields of innovation, industrial economics and strategy. It will also be an invaluable guidance tool for academic researchers and policy-makers.
The New American Workplace
Thirty years ago, the bestselling "letter to the government" Work in America published to national acclaim, including front-page coverage in The New York Times, Wall Street Journal, and Washington Post. It sounded an alarm about worker dissatisfaction and the effects on the nation as a whole. Now, based on thirty years of research, this new book sheds light on what has changed - and what hasn't. This groundbreaking work will illuminate the new critical issues - from worker demands to the new ethical rules to the revolution in culture at work.
Achieving Strategic Excellence
This is the Center for Effective Organizations’s (CEO) fourth national study of the human resources (HR) function in large corporations. It is the only long-term national study of this important function. Like the previous studies, it focuses on measuring whether the HR function is changing and on gauging its effectiveness. The study focuses particularly on whether the HR function is changing to become an effective strategic partner. It also analyzes how organizations can more effectively manage their human capital. The present study compares data from earlier studies to data collected in 2004. The results show some important changes and indicate what HR needs to do to be effective. Practices are identified that enable HR functions to be high value-added strategic partners.
The Future of Leadership
A cast of the world's foremost leadership gurus come together in this book to offer their thoughts on leadership in the new economy.
An Introduction to Interaction
This textbook provides an in-depth introduction to the theoretical perspectives and methods of doing conversation analysis, an approach to the study of talk in interaction which grew out of the work of Garfinkel, Sacks, Schegloff, and Jefferson. This book is unique in that it provides comprehensive instruction in both interaction in ordinary conversations in everyday life as well as talk in institutional settings and a wide range of workplace and business interactions, while teaching both major research findings and how to conduct conversation analytic research. The book is designed to be useful for students of linguistics, sociology, and communication studies, and is written in clear and accessible prose. The Companion Website provides additional resources for instructors, such as questions and data excerpts for tests and in class exercises, audio and video clips for transcription practice, and guides for instructors on a range of topics covered in the course.
Strategies for High Performance Organizations--The CEO Report, 8.5 X 11
The information in this work offers managers and researchers an inside view of the Fortune 1000 companies and their organizational effectiveness programmes: employee involvement, TQM and re-engineering.
Employee Involvement and Total Quality Management
Based on a 1990 follow-up survey of the 1000 largest companies. Provides a benchmark of the degree to which employee involvement practices are actually used by U.S. corporations, and shows the rate of increase or decrease in the use of employee involvement from 1987 to 1990. Focuses on Total Quality Management (TQM) programmes and employee involvement programmes.
