Now showing items 1-10 of 11
HR professional development: creating the future creators at the University of Michigan Business School
(John Wiley & Sons, Inc., 1999)
This article focuses on the development of mid- to senior-level HR professionals through a public program offered at the University of Michigan Business School. We suggest that developing HR professionals requires a theory ...
Academic application is not an oxymoron
(Wiley Subscription Services, Inc., A Wiley Company, 2006)
Commentary on “A Performance-Based, Minimalist Human Resource Management Approach in Business Schools”
Adding value through human resources: Reorienting human resource measurement to drive business performance
(John Wiley & Sons, Inc., 1997)
Building upon the balanced scorecard framework, this article addresses three central issues of human resource (HR) measurement: (1) Do HR practices impact business results? (2) How can HR practices add value to business ...
Introduction: Measuring human resource effectiveness and impact
(John Wiley & Sons, Inc., 1997)
No abstract.
From Partners to Players: Extending the HR Playing Field
(John Wiley & Sons, Inc., 2001)
HR professionals must always be “becoming” or constantly changing and adapting. For the lastdecade, many have argued the business partner role as a complement to traditional HR administrative work. Weargue in this paper ...
HR's new ROI: Return on intangibles
(Wiley Subscription Services, Inc., A Wiley Company, 2005)
A new human resource ROI has been identified: return on intangibles . Intangibles represent the hidden value of a firm and are becoming an increasingly important portion of a firm's total market capitalization. Six actions ...
Higher knowledge for higher aspirations
(Wiley Subscription Services, Inc., A Wiley Company, 2005)
With escalating expectations and opportunities for HR professionals to add greater value comes the mandate for greater knowledge about the fundamental driving forces of business. Business leaders and employees increasingly ...
HR of the future: Conclusions and observations
(John Wiley & Sons, Inc., 1997)
No abstract.
Setting people up for success: How the Portman Ritz-Carlton hotel gets the best from its people
(Wiley Subscription Services, Inc., A Wiley Company, 2006)
In China, where many multinational companies face a constant shortage of talent and high employee turnover, the Portman Ritz-Carlton Hotel has been able to attract, develop, and retain high-quality talent to deliver excellent ...