This book highlights the gap between current HRM textbooks and recent research. It covers topics on attracting, developing, managing, and supporting human capital. Each chapter links research to real-world HRM practices and implications. It's aimed at academics, practitioners, and policymakers interested in HRM and human capital development.
| Preface to the Series |
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vii | |
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| Introduction: Setting the Scene---Applied Human Resources Into the 21st Century |
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ix | |
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1 Is There a New Path to Advancing the Art and Science of Management? |
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1 | (12) |
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2 Not so "Secondary" Data---The Use of Staff Surveys in Human Capital Management Research |
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13 | (18) |
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3 Employee Engagement in the Public Sector: What Needs to Change |
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31 | (16) |
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4 Employee Commitment to the Supervisor: The Role of Side Bets |
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47 | (16) |
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5 A Three-Stage Approach for the Diagnosis and Reduction of Employee Turnover |
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63 | (18) |
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6 Recruiting for Commitment and Performance |
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81 | (18) |
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7 Technology-Based Training: Connecting HR Research With HR Practice |
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99 | (17) |
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8 Current Themes in Behavioral Business Ethics: Implications for Human Resources Training and Development |
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117 | (14) |
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9 Performance Management: Common Practice, Unique Practice, and Effective Practice |
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131 | (18) |
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10 Performance Management as a Strategic Tool for Change |
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149 | (14) |
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11 Conclusion: Where to From Here? |
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163 | (8) |
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| About the Contributors |
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171 | |
Deborah Blackman, The University of New South Wales, Australia.
Michael ODonnell, The University of New South Wales, Australia.
Stephen T.T. Teo, RMIT University, Australia.
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