Business: Human Resources

While many supervisors know how to identify flaws in their employees' performance, only the best managers truly know what it takes to fix the problem. "A Manager's Guide to Improving Workplace Performanc" e offers a practical, step-by-step approach to guiding employees to excellence by analyzing their problem areas, developing creative solutions, and implementing change.

How does an already busy manager deal with people whose personalities are difficult or even seriously disturbed? The answer lies in using practical psychology to understand just what it is that makes them tick, whether it is something as common as being introverted or extroverted . . . or something much more serious.

This book uses the optic of human capital to examine business performance, suggesting ways to improve performance by implementing HR and business strategies derived from the field of Human Capital Management (HCM).

"Human Resource Transformation lays out what it will take to move HR from the end of the business process chain to its rightful position as the strategic leader in aligning talent with organizational goals."

Human Resources for the Non-HR Manager appeals to anyone interested in management issues. The book explains why human resource issues are increasing the responsibilities of front-line managers rather than the HR department.

Managing People and Organizations in Changing Contexts addresses the contemporary problems faced by managers in dealing with people, organizations and managing change in a theoretically-informed and practical way.

The Dictionary of Human Resource Management is an authoritative source of precise and easy to understand definitions of words, terms, and phrases that are encountered in the fields of human resource management, personnel, and industrial relations.