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Strategic human capital management = creating value through people /

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Strategic human capital management/ Jon Ingham.
其他題名:	creating value through people /
作者:	Ingham, Jon.
出版者:	Amsterdam ;Butterworth-Heinemann, : 2007.,
面頁冊數:	xxii, 374 p. :ill. ;24 cm.
內容註:	Part 1: Accounting for People; People management strategy dynamics; Best people management practices; Intangible capability through people; Creating value in people management; Managing and measuring human capital; Part 2: HCM strategy development; HCM measurement; HCM benchmarking; HCM implementation; HCM reporting; HCM roles and technology.
內容註:	Creating Value in HCM -- Accounting for People -- People Management Strategy Dynamics -- Best People Management Practices -- Intangible Capability through People -- Creating Value in People Management -- Managing and Measuring Human Capital -- The Strategic HCM Planning Cycle -- HCM Strategy Development -- HCM Measurement -- HCM Benchmarking -- HCM Implementation -- HCM Reporting -- HCM Roles and Technology.
標題:	Human capital - Management. -
電子資源:	http://www.sciencedirect.com/science/book/9780750681346An electronic book accessible through the World Wide Web; click for information
電子資源:	http://www.loc.gov/catdir/toc/fy0708/2006934151.html
ISBN:	0750681349

Strategic human capital management = creating value through people /
Ingham, Jon.

Strategic human capital managementcreating value through people /[electronic resource] :Jon Ingham. - 1st ed. - Amsterdam ;Butterworth-Heinemann,2007. - xxii, 374 p. :ill. ;24 cm.

Includes bibliographical references and index.

Part 1: Accounting for People; People management strategy dynamics; Best people management practices; Intangible capability through people; Creating value in people management; Managing and measuring human capital; Part 2: HCM strategy development; HCM measurement; HCM benchmarking; HCM implementation; HCM reporting; HCM roles and technology.

Strategic human capital management (HCM) is not just a measurement focused approach to human resource management (HRM). It is certainly not a decision science in which people can be managed as a result of quantitative analysis and financial valuation. In fact, it is probably more of an art than a science and is a way of leading people to unlock great business performance. Strategic HCM focuses all people management and development practices on maximizing the capability and engagement of the people working for an organization to create valuable intangible capability, human capital, which enables the organisation to take full advantage of potential business opportunities. Unlike HRM which focuses on getting closer and closer to the business, strategic HCM draws its energy from people, from their individual strengths, interests and motivations, which, aligned with long-term business strategy, can increasingly provide the main basis for differentiation and competitive advantage. However, the perspective also recognizes that measurement is important, and the book outlines an approach to measurement which recognizes the importance of knowledge, complexity, best fit and intangibility. Pulling together seemingly disparate strands of thinking, the book calls for a paradigm change in which people really are seen as an organisation's most important asset, and are managed in a way that reflects this fact. The text includes case studies from leading private and public sector organizations and commentary from HR practitioners and academics. * outlines the key attributes of a strategic approach to HCM and captures these within a scorecard (the HCM Value Matrix). * provides a process for managing human capital using the scorecard (the Strategic HCM Planning Cycle). * Includes case studiesfrom leading organizations and commentary from HR practitioners and academics.

Electronic reproduction.
Amsterdam :
Elsevier Science & Technology,
2009.

Mode of access: World Wide Web.

ISBN: 0750681349

Source: 133575:133700Elsevier Science & Technologyhttp://www.sciencedirect.comSubjects--Topical Terms:

735443
Human capital
--Management.Index Terms--Genre/Form:

542853
Electronic books.

LC Class. No.: HD4904.7 / .I544 2007

Dewey Class. No.: 658.3/01

Strategic human capital management = creating value through people /
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245 1 0 $a Strategic human capital management $h [electronic resource] : $b creating value through people / $c Jon Ingham.
250 $a 1st ed.
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300 $a xxii, 374 p. : $b ill. ; $c 24 cm.
504 $a Includes bibliographical references and index.
505 0 $a Part 1: Accounting for People; People management strategy dynamics; Best people management practices; Intangible capability through people; Creating value in people management; Managing and measuring human capital; Part 2: HCM strategy development; HCM measurement; HCM benchmarking; HCM implementation; HCM reporting; HCM roles and technology.
505 0 $a Creating Value in HCM -- Accounting for People -- People Management Strategy Dynamics -- Best People Management Practices -- Intangible Capability through People -- Creating Value in People Management -- Managing and Measuring Human Capital -- The Strategic HCM Planning Cycle -- HCM Strategy Development -- HCM Measurement -- HCM Benchmarking -- HCM Implementation -- HCM Reporting -- HCM Roles and Technology.
520 $a Strategic human capital management (HCM) is not just a measurement focused approach to human resource management (HRM). It is certainly not a decision science in which people can be managed as a result of quantitative analysis and financial valuation. In fact, it is probably more of an art than a science and is a way of leading people to unlock great business performance. Strategic HCM focuses all people management and development practices on maximizing the capability and engagement of the people working for an organization to create valuable intangible capability, human capital, which enables the organisation to take full advantage of potential business opportunities. Unlike HRM which focuses on getting closer and closer to the business, strategic HCM draws its energy from people, from their individual strengths, interests and motivations, which, aligned with long-term business strategy, can increasingly provide the main basis for differentiation and competitive advantage. However, the perspective also recognizes that measurement is important, and the book outlines an approach to measurement which recognizes the importance of knowledge, complexity, best fit and intangibility. Pulling together seemingly disparate strands of thinking, the book calls for a paradigm change in which people really are seen as an organisation's most important asset, and are managed in a way that reflects this fact. The text includes case studies from leading private and public sector organizations and commentary from HR practitioners and academics. * outlines the key attributes of a strategic approach to HCM and captures these within a scorecard (the HCM Value Matrix). * provides a process for managing human capital using the scorecard (the Strategic HCM Planning Cycle). * Includes case studiesfrom leading organizations and commentary from HR practitioners and academics.
533 $a Electronic reproduction. $b Amsterdam : $c Elsevier Science & Technology, $d 2009. $n Mode of access: World Wide Web. $n System requirements: Web browser. $n Title from title screen (viewed on Dec. 3, 2009). $n Access may be restricted to users at subscribing institutions.
650 0 $a Human capital $x Management. $3 735443
650 0 $a Strategic planning. $3 528149
650 6 $a Personnel $x Direction. $3 761545
650 6 $a Planification strat�egique. $3 1068572
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994 $a C0 $b TEF