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Talent management of knowledge workers[electronic resource] :embracing the non-traditional workforce /

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
杜威分類號:	658.3044
書名/作者:	Talent management of knowledge workers : embracing the non-traditional workforce // edited by Vlad Vaiman.
其他作者:	Vaiman, Vlad,
出版者:	Basingstoke ; : Palgrave Macmillan,, 2010.
面頁冊數:	xv, 205 p. : : ill.
標題:	Knowledge workers - Recruiting.
標題:	Self-employed - Recruiting.
標題:	Personnel management.
ISBN:	9780230277526
ISBN:	0230277527
書目註:	Includes bibliographical references and index.
內容註:	Managing Talent of Non-traditional Knowledge Workers : Opportunities, Challenges, and Trends -- Talent Management In The New Economy: Applying Lessons Learned from Knowledge Workers -- The Movefrom Employment to Associate Contracting within the Employment Relationship -- Are TheyOne of Us? Why Retention Strategies Should Ensure that Contingent Employees Identify with the Organization -- TheEffects of Organizational Culture on Contingent Knowledge Workers -- The Customer Employee Relationship Revisited: A New Perspective for Human Capital Management? -- Managing the Talent of Independent Contractors in Australia -- Can Short Term International Assignments Solve an Organization's Talent Shortages?-- Balancing Customer, Professional and Organizational Interests: Fociof Commitment of Employed vs. Self-Employed Finance Professionals -- Executive Coaches in Organizations: Insiders fromOutside.
摘要、提要註:	The workforce, especially in the professional services market, is splitting into two parts. There are traditional employees (those with salaries, benefits, regulated work and hours) and non-traditional (contingent) employees who are not employed full-time due to other priorities they have in life. This book takes a closer look at the white-collar workforce, and, more specifically, knowledgeworkers who work on a projectbasis without tying themselves to traditional employer b6 semployee relationships. These 'freelancer workers possess a tremendous amount of knowledge, skill and ability. If the firms that employ them on a projectbasis wish to retain them in the long run, they must reconsider their HRM strategies, especially in terms of recruitment, retention and motivation. In short, the main theme of this book is about identifying, defining and implementing talent management strategies for effective management of non-traditional knowledge employees in an organization.
電子資源:	access to fulltext (Palgrave)

Talent management of knowledge workers[electronic resource] :embracing the non-traditional workforce /
Talent management of knowledge workersembracing the non-traditional workforce /[electronic resource] :edited by Vlad Vaiman. - Basingstoke ;Palgrave Macmillan,2010. - xv, 205 p. :ill.

Includes bibliographical references and index.

Managing Talent of Non-traditional Knowledge Workers : Opportunities, Challenges, and Trends -- Talent Management In The New Economy: Applying Lessons Learned from Knowledge Workers -- The Movefrom Employment to Associate Contracting within the Employment Relationship -- Are TheyOne of Us? Why Retention Strategies Should Ensure that Contingent Employees Identify with the Organization -- TheEffects of Organizational Culture on Contingent Knowledge Workers -- The Customer Employee Relationship Revisited: A New Perspective for Human Capital Management? -- Managing the Talent of Independent Contractors in Australia -- Can Short Term International Assignments Solve an Organization's Talent Shortages?-- Balancing Customer, Professional and Organizational Interests: Fociof Commitment of Employed vs. Self-Employed Finance Professionals -- Executive Coaches in Organizations: Insiders fromOutside.

The workforce, especially in the professional services market, is splitting into two parts. There are traditional employees (those with salaries, benefits, regulated work and hours) and non-traditional (contingent) employees who are not employed full-time due to other priorities they have in life. This book takes a closer look at the white-collar workforce, and, more specifically, knowledgeworkers who work on a projectbasis without tying themselves to traditional employer b6 semployee relationships. These 'freelancer workers possess a tremendous amount of knowledge, skill and ability. If the firms that employ them on a projectbasis wish to retain them in the long run, they must reconsider their HRM strategies, especially in terms of recruitment, retention and motivation. In short, the main theme of this book is about identifying, defining and implementing talent management strategies for effective management of non-traditional knowledge employees in an organization.

Electronic reproduction.
Basingstoke, England :
Palgrave Macmillan,
2010.

Mode of access:World Wide Web.

ISBN: 9780230277526Subjects--Topical Terms:

375603
Knowledge workers
--Recruiting.Index Terms--Genre/Form:

336502
Electronic books.

LC Class. No.: HD8039.K59 / T35 2010

Dewey Class. No.: 658.3044

Talent management of knowledge workers[electronic resource] :embracing the non-traditional workforce /
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245 0 0 $a Talent management of knowledge workers $h [electronic resource] : $b embracing the non-traditional workforce / $c edited by Vlad Vaiman.
260 $a Basingstoke ; $a New York : $b Palgrave Macmillan, $c 2010.
300 $a xv, 205 p. : $b ill.
504 $a Includes bibliographical references and index.
505 0 $a Managing Talent of Non-traditional Knowledge Workers : Opportunities, Challenges, and Trends -- Talent Management In The New Economy: Applying Lessons Learned from Knowledge Workers -- The Movefrom Employment to Associate Contracting within the Employment Relationship -- Are TheyOne of Us? Why Retention Strategies Should Ensure that Contingent Employees Identify with the Organization -- TheEffects of Organizational Culture on Contingent Knowledge Workers -- The Customer Employee Relationship Revisited: A New Perspective for Human Capital Management? -- Managing the Talent of Independent Contractors in Australia -- Can Short Term International Assignments Solve an Organization's Talent Shortages?-- Balancing Customer, Professional and Organizational Interests: Fociof Commitment of Employed vs. Self-Employed Finance Professionals -- Executive Coaches in Organizations: Insiders fromOutside.
520 $a The workforce, especially in the professional services market, is splitting into two parts. There are traditional employees (those with salaries, benefits, regulated work and hours) and non-traditional (contingent) employees who are not employed full-time due to other priorities they have in life. This book takes a closer look at the white-collar workforce, and, more specifically, knowledgeworkers who work on a projectbasis without tying themselves to traditional employer b6 semployee relationships. These 'freelancer workers possess a tremendous amount of knowledge, skill and ability. If the firms that employ them on a projectbasis wish to retain them in the long run, they must reconsider their HRM strategies, especially in terms of recruitment, retention and motivation. In short, the main theme of this book is about identifying, defining and implementing talent management strategies for effective management of non-traditional knowledge employees in an organization.
533 $a Electronic reproduction. $b Basingstoke, England : $c Palgrave Macmillan, $d 2010. $n Mode of access:World Wide Web. $n System requirements: Web browser. $n Title from title screen (viewed on Sep. 27, 2010). $n Access may be restricted to users at subscribing institutions.
650 0 $a Knowledge workers $x Recruiting. $3 375603
650 0 $a Self-employed $x Recruiting. $3 375604
650 0 $a Personnel management. $3 168088
655 7 $a Electronic books. $2 local $3 336502
700 1 $a Vaiman, Vlad, $d 1971- $3 375602
710 2 $a Palgrave Connect (Online service) $3 370384
776 0 8 $i Print version: $t Talent management of knowledge workers. $d Basingstoke; New York : Palgrave Macmillan, 2010 $z 9780230242876 $w (OCoLC)468976111
856 4 0 $3 Palgrave Connect $u http://www.palgraveconnect.com/doifinder/10.1057/9780230277526 $z access to fulltext (Palgrave)