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Strategic human capital management[electronic resource] :creating value through people /

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
杜威分類號:	658.3/01
書名/作者:	Strategic human capital management : creating value through people // Jon Ingham.
作者:	Ingham, Jon.
出版者:	Amsterdam ; : Butterworth-Heinemann,, 2007.
面頁冊數:	xxii, 374 p. : : ill. ;; 24 cm.
標題:	Human capital - Management.
標題:	Strategic planning.
標題:	Personnel - Direction.
標題:	Planification strat�egique.
ISBN:	9780750681346
ISBN:	0750681349
書目註:	Includes bibliographical references and index.
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.
摘要、提要註:	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.
電子資源:	An electronic book accessible through the World Wide Web; click for information
電子資源:	http://www.loc.gov/catdir/toc/fy0708/2006934151.html

Strategic human capital management[electronic resource] :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: 9780750681346

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

405498
Human capital
--Management.Index Terms--Genre/Form:

336502
Electronic books.

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

Dewey Class. No.: 658.3/01

Strategic human capital management[electronic resource] :creating value through people /
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100 1 $a Ingham, Jon. $3 405497
245 1 0 $a Strategic human capital management $h [electronic resource] : $b creating value through people / $c Jon Ingham.
250 $a 1st ed.
260 $a Amsterdam ; $a Boston : $b Butterworth-Heinemann, $c 2007.
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 405498
650 0 $a Strategic planning. $3 172371
650 6 $a Personnel $x Direction. $3 405499
650 6 $a Planification strat�egique. $3 404930
655 7 $a Electronic books. $2 local $3 336502
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856 4 0 $3 ScienceDirect $u http://www.sciencedirect.com/science/book/9780750681346 $z An electronic book accessible through the World Wide Web; click for information
856 4 1 $3 Table of contents only $u http://www.loc.gov/catdir/toc/fy0708/2006934151.html
994 $a C0 $b TEF