Are people really an organisation's most important asset? Not necessarily; some may be liabilities - but others are the most important drivers of value that an organisation has. But...who are they? How do you know? How can you maximise the value they have and the value they provide? Finding the answers to questions like these is what human capital management is about. Whether public or private, successful achievement depends first on the capability of people, and secondly on their commitment and productivity. Andrew Mayo's Human Resources or Human Capital? discusses how you can ensure the most effective management of these value creating assets. The first part of the book also shows how to create an integrated framework of measures that can become an integral part of the organisation's performance management - and how companies have done this in practice. Part Two shows how to do this strategically and successfully, and how HR can be a serious and credible 'Business Partner', enabling managers to achieve their goals through their people and adding real value to all the stakeholders of the organisation.

This edited book is intended to address the need for an updated look at the HRM legal and regulatory environment. Contrary to existing books which address legal issues in HRM from a narrower focus or specific issue (like sexual harassment, performance appraisal or employment termination), this book provides a comprehensive and in-depth look at legal issues, regulations and laws which govern all aspects of human resource management-recruitment, selection, placement, performance management (i.e., employee training and development), benefits and compensation-and specific issues such as job analysis, sexual harassment, and the like. The contributors to this book offer their insight derived from their own research and practical experience with the HRM legal and regulatory environment/world of work. More specifically, the contributors examine, analyze and discuss challenges, issues and opportunities related to HRM legal and regulatory issues and the implications for employees and their organizations while emphasizing the importance of navigating such laws and regulations to the employment cycle and toward sustainable competitive advantage in today's and tomorrow's organizations.

In Foundations of Human Resouce Development, Richard Swanson and Edward Holton provide an up-to-date overview of the HRD profession as well as the terminology and processes required for sound HRD research and practice. Swanson and Holton's work is supplemented with contributions from Alexandre Ardichvili, Theo J. Bastiaens, Thomas J. Chermack, Richard W. Herling, K. Peter Kuchinke, Sharon S. Naquin, Wendy E. A. Ruona, Richard J. Torraco, Greg G. Wang, and Karen E. Watkins. The book provides a basic understanding of the HRD models, processes, and history; critical theoretical and philosophical foundations of the field; learning and performance paradigms and models; HRD's role in high-level organizational and systems-level issues; training and development and organization development--including examples of best practices along with variations in core thinking, processes, interventions, and tools; and much more. The first edition won the Book of the Year Award from the prestigious Academy of Human Resource Development. This second edition has been completely revised, updated, and expanded, with new chapters on component HRD theories, policy and planning, technology, and globalization, as well as supplemental study materials, PowerPoint presentations, and figures available online at www.textbookresources.net.