Human Resource Management

Information technology has had a profound effect on almost every aspect of our lives including the way we purchase products, communicate with others, receive health care services, and deliver education and training. It has also had a major impact on human resource management (HR) processes, and it has transformed the way that we recruit, select, motivate, and retain employees (Gueutal & Stone, 2005; Kavanagh, Thite, & Johnson, 2015).

From Hello to Goodbye is the HR professional's complete guide to understanding the various ways business relationships end, managing disability and leave issues, properly classifying workers, maintaining an inclusive workplace, increasing retention, and avoiding litigation.

Human Resource Excellence delivers the newest findings about what makes HR successful and how it can add value to today's organizations. Tracing changes in a global sample of firms across the US, Europe, and Asia, this landmark volume provides an international benchmark against which to measure a company's HR practice.

It is very common to hear that human resources is the most valuable asset of an organisation. This means employees are indispensable workplace components of resources for achieving organisational success. However, the same resources can become a very expensive form of inventory to keep; expensive because they become counter-productive due to their undesirable behaviours, which could reflect job performance, absenteeism, or most significantly, misconduct. Disciplinary policy and procedures are therefore necessary tools to deal with employees who may act contrary to the behavioural (and performance) expectations of the organisation and, therefore, attempt to derail the objectives of the organisation. The book comes in handy for all those who perform human resource management. It is a companion to boost the confidence in handling not only the interview, but also to recommend the appropriate actions and effectively prepare related documents.

Remuneration plays a critical role in attracting, motivating and retaining high-performing individuals. Remuneration also reinforces, encourages and promotes superior performance. Through variable remuneration linked to value drivers, superior performance is recognised and rewarded, while poor performance and under-achievement are coached and managed. Remuneration is never a stand-alone management process, but is rather fully integrated into other management processes, such as the performance management process, and the overall Human Resources policies.