Human Capital: What It Is and Why People Invest ItWiley, 1999. márc. 19. - 251 oldal Although much has been written to encourage organizations to treat employees as assets, this book argues persuasively for recognizing the worker as the investor. Davenport underscores a fundamental reality of the workplace: work is a two-way exchange of value, not a one-way exploitation of an asset by its owner. Offering a fresh new lens for viewing the realities of today's workplace, this book accurately captures the look of the new employee/employer relationship and the best practices for hiring, developing, and preserving a first-class workforce. Davenport's ideas bring together the key notions of human resources, conflict resolution, and management. He then demonstrates how to put into action the employment practices that provide the employer with organizational value and the employee with a satisfying return on his or her investment. |
Részletek a könyvből
1 - 3 találat összesen 42 találatból.
69. oldal
... develop people . Just think about whether it is even possible to use classroom training , on - the - job instruction , or infor- mal learning opportunities to build each human capital element . Write down the elements you can develop on ...
... develop people . Just think about whether it is even possible to use classroom training , on - the - job instruction , or infor- mal learning opportunities to build each human capital element . Write down the elements you can develop on ...
156. oldal
... develop a charter , or compel them to produce something management defines unilaterally . • Avoid the temptation to declare them ... developed in practice communities . By doing so , they turn local wisdom into an asset accessible to the ...
... develop a charter , or compel them to produce something management defines unilaterally . • Avoid the temptation to declare them ... developed in practice communities . By doing so , they turn local wisdom into an asset accessible to the ...
162. oldal
... developed knowledge helped boost the numbers . At Europe's Rank Xerox , a team with representatives from sales , ser ... develop the knowledge product . PROVIDE INCENTIVES TO PRODUCERS AND USERS As with any other market system , currency ...
... developed knowledge helped boost the numbers . At Europe's Rank Xerox , a team with representatives from sales , ser ... develop the knowledge product . PROVIDE INCENTIVES TO PRODUCERS AND USERS As with any other market system , currency ...
Tartalomjegyzék
A New Metaphor | 3 |
Human Capital Investments and Returns | 39 |
Hiring Human Capital Investors | 75 |
Copyright | |
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ability alignment analysis assets autonomy behavior business strategy capabilities Chapter commitment and engagement communities of practice competence competitive conjoint analysis contribution cost create curve Cypress Cypress Semiconductor deal define effect effort employees environment example executives expect factors Figure financial rewards formal training goals hiring human capital elements human capital investment human capital management human resource Ibid implementation levers important improve increase individual industry informal learning intangible Intrinsic fulfillment invest human capital investors job engagement knowledge measures ment metaphor nization open-book management orga organization organization's organizational commitment package percent performance Perpetual Petals portfolio product development psychological contract recognition reinforce relationship responsibility return on investment ROI elements ROIw role sales and marketing skills success supervisor survey tacit knowledge teams telemedia tion Tobin's q Towers Perrin trust turnover understanding utility Wall Street Journal Williams-Sonoma workers workforce Workplace Index