Business - Human Resources
Kim Warren, London Business School
This book uses a balanced blend of frameworks and illustrations to teach you how to tackle the challenge of driving performance into the future.
William Judge, Old Dominion University
Never before have strategic leaders been confronted with so much overwhelming change. The traditional approach is to teach the leader or leaders how to direct or control the organizations' reaction on a monthly, weekly, or even daily basis. This approach is stressful and overwhelming for executive leaders, makes middle managers feel torn between honoring their senior leaders and listening to the demands of front line employees, and is alienating for front line employees.
Yvonne Harrison, University at Albany
Vic Murray, University of Victoria
The purpose of this book is to help boards of directors of nonprofit organizations improve their performance after completing the online board self-assessment tool found at www.boardcheckup.com. However, it can also be used as a stand-alone resource for any board seeking to enhance its effectiveness in that it also contains the diagnostic questions on which the online tool is based.
Jason Foster, Athabasca University
Bob Barnetson, Athabasca University
Workplace injuries happen every day and can profoundly affect workers, theirfamilies, and the communities they live in. This textbook provides workers with an introduction to effective injury prevention. The book pays particular attention to how issues of precarious employment, gender, and ill health can be better handled in Canadian occupational health and safety (OHS).
Laura Dias, Central Washington University
Human Relations by Laura Portolese-Dias addresses all of the critical topics to obtain career success as they relate to professional relationships.
Human Resource Management teaches HRM strategies and theories that any manager—not just those in HR—needs to know about recruiting, selecting, training, and compensating people.
Mai Moua, Leadership Paradigms, Inc
Organizations in the 21st century are in need of culturally intelligent managers and leaders. The pressure to build authentic global networks and to cultivate an appreciation and respect for cultural differences and similarities has driven cultural intelligence to the forefront of diversity and inclusion work.
Organizational Behavior bridges the gap between theory and practice with a distinct "experiential" approach.