Human Value Management: The Value-Adding Human Resource Management Strategy for the 1990s

ISBN-13: 9781555422288 / Angielski / Twarda / 1991 / 368 str.

Jac Fitz-enz;Fitz-enz

Opis

This book demonstrates how human resource managers can play a more integral and dynamic role in their companies' growth by running human resources like a business. It shows how to shift the human resource focus from the administration of traditional personnel programmes to pro-active support for organizational goals. It explains how to identify the needs of internal market, develop services to meet them, eliminate all activities that do not directly contribute to the organizations' goals, and reward performance that produces measurable results. It provides extensive case studies of human resource departments successfully practicing these principles and offers worksheets to help managers apply the concepts to their own organizations.

Spis treści

PrefaceThe Author
1. Changing Perceptions About Human Resource Management
2. The New Laws of the Marketplace: Evolutionary Change at a Revolutionary Speed
3. Human Value Management: The Strategy for the Next Decade
4. A Strategic Plan for Effective Human Value Management
5. Creating a New Vision for Human Resources
6. Repositioning Human Resources
7. Researching and Developing Markets for Human Resources
8. Assessing the Human Resource Capacity of the Organization
9. Deciding and Acting on Key Success Points and Options
10. Evaluating the Value–Added Effects of Human Resources
11. Conclusion: The Present and Future States of Human Value Management
Index

Blurb

An internationally renowned consultant demonstrates how HR managers can play a more integral and dynamic role in their companies′ growth by running human resources like a business. Jac Fitz–Enz shows how to shift focus from the administration of traditional personnel programs to proactive support for organizational goals. He explains how to identify the needs of internal "markets," develop services to meet them, eliminate all activities that do not directly contribute to the organization′s goals, and reward performance that produces measurable results.