{"product_id":"the-future-of-human-resource-management-isbn-9780471677918","title":"The Future of Human Resource Management","description":"\u003cb\u003eSixty-three stellar academics, consultants, and practitioners look at the future of human resources\u003cbr\u003e \u003c\/b\u003e\u003cbr\u003e The follow-up to the bestselling \u003ci\u003eTomorrow's HR Management\u003c\/i\u003e (978-0-471-19714-0), this book presents an international panel of expert contributors who offer their views on the state of HR and what to expect in the future. Topics covered include HR as a decision science, understanding and managing people, creating and adapting organizational culture, the effects of globalization, collaborative ventures, and investing in the next generation. Like its bestselling predecessor before it, \u003ci\u003eThe Future of Human Resource Management\u003c\/i\u003e offers the very best thinking on the future of HR from the most respected leaders in the field.  \u003cb\u003eIntroduction.\u003c\/b\u003e  \u003cp\u003eThe Future of Human Resources (\u003ci\u003eMichael R. Losey, Sue Meisinger, and Dave Ulrich\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection I:\u003c\/b\u003e \u003cb\u003eUnderstanding and Managing People.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter 1: Will There Really Be a Labor Shortage? (\u003ci\u003ePeter Cappelli\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 2: The Motivator’s Dilemma (\u003ci\u003eJames G. Clawson and Douglas S. Newburg\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 3: Anticipating Change: Will There Be a Labor Shortage? (\u003ci\u003eMichael R. Losey\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 4: Get, Keep, Grow (\u003ci\u003eColeman Peterson\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 5: The New Employment Relationship versus the Mutual Investment Approach: Implications for Human Resource Management (\u003ci\u003eAnne S. Tsui and Joshua B. Wu\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection II:\u003c\/b\u003e \u003cb\u003eInvest in the Next Generation of Human Resource Professionalism.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter 6: The Future Human Resource Professional’s Career Model (\u003ci\u003eKathleen Barclay and Thomas Thivierge\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 7: Human Resource Education: A Career-Long Commitment (\u003ci\u003eDebra J. Cohen\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 8: Life after Outsourcing: Lessons Learned and the Role of Human Resources as a Strategic Business Partner (\u003ci\u003eMirian M. Graddick-Weir\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 9: The Four Cs of the HR Profession: Being Competent, Curious, Courageous, and Caring about People (\u003ci\u003eSusan R. Meisinger\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 10: Differentiation through People—How Can HR Move beyond Business Partner? (\u003ci\u003eGeof f Armstrong\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection III:\u003c\/b\u003e \u003cb\u003eLearn to Master and Play New Roles.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter 11: The Chief Integrative Leader: Moving to the Next Economy’s HR Leader (\u003ci\u003eBruce J. Avolio\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 12: From Business Partner to Driving Business Success: The Next Step in the Evolution of HR Management (\u003ci\u003eWayne F. Cascio\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 13: Workforce Diversity: A Global HR Topic That Has Arrived (\u003ci\u003eJ. T. (Ted) Childs Jr.\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 14: “Not Just Any Seat at the Table” (\u003ci\u003eSteve Darien\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 15: What Distinguishes the Outstanding HR Executives from the Others (\u003ci\u003eBruce Ellig\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 16: Evolution and Revolution in the Twenty-First Century: Revolutionary New Rules for Organizations and Managing Human Resources (\u003ci\u003eRuss Roberts and Paul Hirsch\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 17: From Human Resources Management to Organizational Effectiveness (\u003ci\u003eEdward E. Lawler III\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection IV:\u003c\/b\u003e \u003cb\u003eDiscern, Create, and Adapt Culture to Business Conditions.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter 18: HR as a Strategic Partner: Culture Change as a Case Study (\u003ci\u003eUrsula F. Fairbairn\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 19: Changing Mental Models: HR’s Most Important Task (\u003ci\u003eJeffrey Pfeffer\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 20: Building a Market-Focused Culture (\u003ci\u003eHayagreeva Rao and Robert D. Dewar\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 21: Branding from the Inside Out: HR’s Role as Brand Builder (\u003ci\u003eLibby Sartain\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 22: The Winning Team: A Strategic Imperative (\u003ci\u003eLea Soupata\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection V:\u003c\/b\u003e \u003cb\u003eRethink Organizations as Capabilities, Not Structures.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter 23: Workforce Strategy: A Missing Link in HR’s Future Success (\u003ci\u003eRichard W. Beatty and Craig Eric Schneier\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 24: Connecting Strategy and HR: Establishing a New Logic of Partnership (\u003ci\u003eGordon Hewitt\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 25: What Really Works? HR’s Role in Building the 4+2 Organization (\u003ci\u003eWilliam Joyce, Nitin Nohria, and Bruce Roberson\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 26: Human Resources’ New ROI: Return on Intangibles (\u003ci\u003eDave Ulrich and Norm Smallwood\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 27: In Pursuit of Marketplace Agility: Applying Precepts of Self-Organizing Systems to Optimize Human Resource Scalability (\u003ci\u003eLee Dyer and Jeff Ericksen\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 28: Creating the Capability for Collaborative Entrepreneurship: HR’s Role in the Development of a New Organizational Form (\u003ci\u003eRaymond E. Miles, Grant Miles, and Charles C. Snow\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 29: Partner or Guardian? HR’s Challenge in Balancing Value and Values (\u003ci\u003ePatrick M. Wright and Scott A. Snell\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection VI:\u003c\/b\u003e \u003cb\u003eSee HR as a Decision Science and Bring Discipline to It.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter 30: Science Explodes Human Capital Mythology (\u003ci\u003eJac Fitz-enz\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 31: Human Resource Accounting, Human Capital Management, and the Bottom Line (\u003ci\u003eEric G. Flamholtz\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 32: Improving Human Resources’ Analytical Literacy: Lessons from \u003ci\u003eMoneyball\u003c\/i\u003e (\u003ci\u003eMark A. Huselid and Brian E. Becker\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 33: The Dual Theory of Human Resource Management and Business Performance: Lessons for HR Executives (\u003ci\u003eDavid Lewin\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 34: Talentship, Talent Segmentation, and Sustainability: A New HR Decision Science Paradigm for a New Strategy Definition (\u003ci\u003eJohn W. Boudreau and Peter M. Ramstad\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection VII:\u003c\/b\u003e \u003cb\u003eCreate Mutually Collaborative Ventures.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter 35: Teamwork: The New Emphasis on Two-Sided Accountability (\u003ci\u003eSamuel A. Culbert and Jean-François Coget\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 36: Managing Cooperatively within Organizations (\u003ci\u003eLynda Gratton\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 37: Power, the Last Corporate Taboo (\u003ci\u003ePatricia Seemann\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection VIII:\u003c\/b\u003e \u003cb\u003eResponding to Social Expectations and Public Policy and the Renewed Importance of Ethics.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter 38: A Challenge to HR: Building the Company’s External Dimension (\u003ci\u003eRichard A. Beaumont\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 39: Leading Change: An Imperative of Leadership (\u003ci\u003eFrances Hesselbein\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 40: When Ethics Calls the HR Helpline (\u003ci\u003ePatricia J. Harned\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection IX:\u003c\/b\u003e \u003cb\u003eLive Globally, Act Locally.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter 41: Global and Local Balance in Human Resources Leadership (\u003ci\u003eJohn Hofmeister\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 42: Global HR as Competitive Advantage: Are We Ready? (\u003ci\u003eVladimir Pucik\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 43: A New Paradigm for HR: Dilemmas in Employing and Managing the Resourceful Human (\u003ci\u003eFons Trompenaars and Peter Woollimas\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 44: Counterintuitive Findings in International HRM Research and Practice: When Is a Best Practice Not Best for Practice? (\u003ci\u003eMary Ann Von Glinow, Ellen A. Drost, and Mary B. Teagarden\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003eChapter 45: Becoming Business Partners in Chinese Firms: Challenges and Opportunities (\u003ci\u003eArthur Yeung\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003e\u003cb\u003eConclusion.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eReality, Impact, and Professionalism (\u003ci\u003eMichael R. Losey, Susan R. Meisinger, and Dave Ulrich\u003c\/i\u003e).\u003c\/p\u003e \u003cp\u003e\u003cb\u003eIndex.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSelected Titles from the Society for Human Resource Management (SHRM®).\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e“…this book is ideal for the busy practitioner and the book-weary student alike…a one-stop study guide to the most up-to-date HR thinking…” (\u003ci\u003ePersonnel Today\u003c\/i\u003e, 25th October 2005)\u003c\/p\u003e \u003cp\u003e“…This book provides a thought-provoking skim across the surface of HR…” (\u003ci\u003ePublic Servant\u003c\/i\u003e, 29 July 2005)\u003c\/p\u003e  \u003cb\u003eMICHAEL R. LOSEY\u003c\/b\u003e, SPHR, CAE, is President of MikeLosey.com, as well as a former president of the Society for Human Resource Management and of the World Federation of Personnel Management Associations.  \u003cp\u003e\u003cb\u003eSUSAN MEISINGER\u003c\/b\u003e, Esq., SPHR, is President and CEO of the Society for Human Resource Management, current Secretary General of the World Federation of Personnel Management Associations, and former Deputy Undersecretary of the U.S. Department of Labor.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eDAVE ULRICH\u003c\/b\u003e, PhD, professor at the University of Michigan and renowned expert in management education, is the author of twelve books, including \u003ci\u003eWhy the Bottom Line Isn't!\u003c\/i\u003e, also from Wiley.\u003c\/p\u003e  Professional human resources management is an increasingly vital area in any organization, given its responsibility for building talent and creating other organizational capabilities that create competitive advantage through hiring, training, and rewarding people, and designing and managing organization processes. As business pushes on into the future and adapts to new realities, the practice of HR must keep up, and practitioners must stay abreast of changes in the field in order to prepare for the future.  \u003cp\u003eThis follow-up to the bestselling \u003ci\u003eTomorrow's HR Management\u003c\/i\u003e brings together a panel of noted international experts, each contributing to an article on the state of HR today and changes to expect in the coming years. Including academics, consultants, and practitioners, these sixty-four contributors examine a wide range of issues in HR—including HR as a decision science; understanding and managing people; organizational culture; the impact of HR on business results; the requirements of an HR professional; globalization and its effects; and collaborative ventures. Divided into nine sections organized by topic, \u003ci\u003eThe Future of Human Resource Management\u003c\/i\u003e presents thoughtful ideas and fresh perspectives on almost every aspect of the field.\u003c\/p\u003e \u003cp\u003eInside you'll find thought-provoking essays you won't find anywhere else—Coleman Peterson reveals how Wal-Mart hires and keeps its people; Peter Cappelli and Mike Losey offer divergent views on the possibility of a labor shortage in America; Libby Sartain explores HR's role in brand development; Gordon Hewitt writes about HR's contribution to business strategy; and Frances Hesselbein applies her leadership expertise to HR governance issues.\u003c\/p\u003e \u003cp\u003eNo one can know what the future will bring, but it is clear that HR will continue to grow and change. With HR's increasing importance to the success of every business, practitioners and managers who can adapt to the future will determine the success or failure of their enterprises. The Future of Human Resource Management looks at the challenges, trends, and demands that will define the future of HR.\u003c\/p\u003e \u003cp\u003e\u003ci\u003eThe Future of Human Resource Management\u003c\/i\u003e is copublished by John Wiley \u0026amp; Sons, Inc. and the Society for Human Resource Management. The Society for Human Resource Management (SHRM) is the world's largest association devoted to human resource management. Representing more than 190,000 individual members, the Society's mission is to serve the needs of HR professionals by providing the most essential and comprehensive resources available. As an influential voice, the Society's mission is also to advance the human resource profession to ensure that HR is recognized as an essential partner in developing and executing organizational strategy. Founded in 1948, SHRM currently has more than 500 affiliated chapters and members in more than 100 countries. Visit SHRM Online at www.shrm.org.\u003c\/p\u003e  \u003cb\u003eTHE FUTURE OF HUMAN RESOURCE MANAGEMENT\u003c\/b\u003e  \u003cp\u003e\u003cb\u003e64 Thought Leaders Explore the Critical HR Issues of Today and Tomorrow\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExamining the issues and trends facing today's human resources professional, this one-of-a-kind work presents a wide range of new, enlightening, and thought-provoking perspectives from sixty-four leaders of the field:\u003c\/p\u003e \u003cp\u003eGeoff Armstrong\u003cbr\u003e Bruce Avolio\u003cbr\u003e Kathleen Barclay\u003cbr\u003e Richard W. Beatty\u003cbr\u003e Richard Beaumont\u003cbr\u003e Brian Becker\u003cbr\u003e John W. Boudreau\u003cbr\u003e Peter Cappelli\u003cbr\u003e Wayne F. Cascio\u003cbr\u003e J.T. \"Ted\" Childs, Jr.\u003cbr\u003e James G. Clawson\u003cbr\u003e Debra J. Cohen\u003cbr\u003e Jean-Fran¿ois Coget\u003cbr\u003e Samuel Culbert\u003cbr\u003e Steve Darien\u003cbr\u003e Robert Dewar\u003cbr\u003e Ellen A. Drost\u003cbr\u003e Lee Dyer\u003cbr\u003e Bruce Ellig\u003cbr\u003e Jeff Ericksen\u003cbr\u003e Ursula Fairbairn\u003cbr\u003e Jac Fitz-enz\u003cbr\u003e Eric Flamholtz\u003cbr\u003e Mirian M. Graddick-Weir\u003cbr\u003e Lynda Gratton\u003cbr\u003e Patricia Harned\u003cbr\u003e Frances Hesselbein\u003cbr\u003e Gordon Hewitt\u003cbr\u003e Paul Hirsch\u003cbr\u003e John Hofmeister\u003cbr\u003e Mark Huselid\u003cbr\u003e William Joyce\u003cbr\u003e Edward E. Lawler III\u003cbr\u003e David Lewin\u003cbr\u003e Mike Losey\u003cbr\u003e Sue Meisinger\u003cbr\u003e Grant Miles\u003cbr\u003e Raymond Miles\u003cbr\u003e Douglas S. Newburg\u003cbr\u003e Nitin Nohria\u003cbr\u003e Coleman Peterson\u003cbr\u003e Jeffrey Pfeffer\u003cbr\u003e Vladimir Pucik\u003cbr\u003e Peter M. Ramstad\u003cbr\u003e Hayagreeva Rao\u003cbr\u003e Bruce Roberson\u003cbr\u003e Russ Roberts\u003cbr\u003e Libby Sartain\u003cbr\u003e Craig Eric Schneier\u003cbr\u003e Patricia Seemann\u003cbr\u003e Norm Smallwood\u003cbr\u003e Scott A. Snell\u003cbr\u003e Charles D. Snow\u003cbr\u003e Lea Soupata\u003cbr\u003e Mary B. Teagarden\u003cbr\u003e Thomas Thivierge\u003cbr\u003e Fons Trompenaars\u003cbr\u003e Anne S. Tsui\u003cbr\u003e Dave Ulrich\u003cbr\u003e Mary Ann Von Glinow\u003cbr\u003e Peter Wooliams\u003cbr\u003e Patrick M. Wright\u003cbr\u003e Joshua B. Wu\u003cbr\u003e Arthur Yeung\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47990234644709,"sku":"NP9780471677918","price":55.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780471677918.jpg?v=1761787014","url":"https:\/\/k12savings.com\/es\/products\/the-future-of-human-resource-management-isbn-9780471677918","provider":"K12savings","version":"1.0","type":"link"}