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"Drawing on research from global multinational corporations comes a two-part guide on how to develop resilient HR initiatives to build inclusive and accessible workplaces. Including a user-friendly training manual, this book equips you with a practical resource grounded in theory."

"Having increased the percentage of minorities in the workplace, we might think our work in the area of diversity is done - but we've hardly started. "Building on the Promise of Diversity" presents R. Roosevelt Thomas's Strategic Diversity Management approach, a results-focused, five-step process for applying diversity management toward the advancement of organisational and community goals. This is the first major book on the topic in years and it is a crucial milestone in a continuing journey. While some organisations congratulate themselves on their plentiful workplace initiatives, Dr. Thomas argues that we have not done enough to reap the ultimate benefits of diversity. The opportunity is upon us and "Building on the Promise of Diversity" lays the groundwork for going the next mile."

"The book provides new theoretical concepts and knowledge to existing leadership theory. Through in-depth international case studies, it develops a new leadership theory of practitioners who promote strategic knowledge creation activities to achieve business innovation and new practical insights."

"The role of human resources is no longer limited to hiring, managing compensation, and ensuring compliance. Since the 1990s, a transformation has occurred. Companies are calling upon a new breed of HR professionals to behave as organization development consultants, helping to determine priorities in running the business, design how work gets done, craft strategy, and shape culture. A compendium of the best thinking on the subject, "Handbook for Strategic HR" includes more than 80 articles from the renowned OD Practitioner. It introduces readers to core organization development strategies and skills, giving them creative approaches, practical tips, and proven methods to help them: see the big picture, think systemically, and strategically identify where best to foster change in their organization; team up with consultants and senior-level staff in leading a change project; put employee engagement to practical use and involve "minds, hearts, and hands" in the important work of the organization; and, operate effectively in cross-cultural and virtual working situations. Comprehensive and practical, this forward-thinking book enables readers to become key partners in leading their organizations forward.;"

"Tugas Akhir ini bertujuan untuk mengatasi permasalahan mis-trust, Iow-communicationt skill dan internal conflict, yang terjadi di PT."X-Kosmetika?, semenjak adanya perubahan organisasi, yang dimulai dengan pergantian manajemen baru sejak bulan Juli 1998. Teori yang dirujuk sebagai dasar dalam mengatasi masalah, adalah konsep teori dari Drexler, dkk (1989) dan Payne (2001), tentang kemanfaatan team building, yaitu untuk : (1) meningkatkan efektivitas kerja tim, (2). membangun semangat kerja tim, dan (3). mengintegrasikan tujuan-tujuan individu menjadi tujuan organisasi. Di samping itu, dirujuk pula konsep teori dari Johnson & Johnson (1997), tentang esensi team building yang dapat dipergunakan untuk menyiapkan tim kerja dalam meningkatkan : (I). produktivitas kerja. (2). kualitas relationship, (3) keterampilan sosial, dan (4). kemampuan menghadapi perubahan dan tuntutan kerja. Hasil analisis data yang diperoleh dari kejadian yang dialami oleh PT."X-Kosmetika", bahwa pembahan sistem manajemen, menimbulkan resistance bagi karyawan (pekarya) yang sudah merasa happy dengan sistem lama. Dampak dari hal itu, menimbulkan: (a) konflik antar front (b) ketidak mengertian karyawan terhadap kebijaksanaan yang diterapkan oleh manajemen baru, (c) komunikasi antara pihak manajemen dengan karyawan melemah, (d) semangat kerja tim memudar. Pemecahan permasalahannya adalah perlu diupayakan tindakan untuk meng-creating dan men-sustaining potensi-potensi SDM, yang diarahkan kepada pencapaian high performance, dengan bersandar pada model team performance dari Drexler Sibbet (1989). Prioritas perlakuan utamanya lebih difokuskan pada upaya untuk melakukan creating potensi SDM melalui pendekatan pelatihan in-door, dengan metode work-shop dalam pembentukan tim kerja( team building workshop), dengan "setting" model tingkat pertama, kedua, ketiga dan keempat. Agar capaian program pelatihan team building dapat maksimal, disarankan : (a) pesertanya melibatkan unsur karyawan dan jajaran manajemen, (b). periode waktu penyelenggaraan harus simultan dan paralel dengan mempertimbangkan kapasitas kelas efektif, yaitu jumlah pesertanya dibatasi : 40 - 45 peserta."

"Recruitment and selection is a stressful and traumatic time for both applicant and organisation, where futures are decided and destinies set. How does it feel to be involved in this process? Experiencing Recruitment and Selection offers readers a unique insight into this life-changing event and gives a voice to both applicants and recruiters. Using real-life stories, this book explores applicants' and selectors' experiences of the recruitment and selection process." "Each chapter focuses on a key topic in recruitment and selection and features at least three related stories. The stories are interwoven with analyses that demonstrate the key lessons for practitioners and students. Each chapter concludes with a series of provocative questions and a guide to further reading."."With its practical, easy-to-use format, Experiencing Recruitment and Selection is essential reading for undergraduate and postgraduate students in organisational psychology, organisational behaviour, management studies and HRM, as well as personnel or HR managers and occupational psychologists."--BOOK JACKET.Contents"

"Coaching serves as a catalyst for supporting clients in their self-exploration and personal growth. In many instances, that growth has the potential to be transformational. Working Deeply is a guide for executive coaches and leadership development professionals to help them foster their clients' efforts in deep transformational learning. To facilitate this process, the authors introduce theories, concepts, and applied techniques for undertaking transformational coaching, and provide coaching cases and examples illustrating the use of these tools. They also introduce readers to a variety of research studies on such topics as mindfulness, mindsets, future selves, and narrative analysis, and discuss the application of this research to the area of transformational coaching. Finally, they explore how coaches can shape their perspectives and approaches to enable positive transformation. What readers will take from Working Deeply something of value that will help them develop their ability to support their coaching clients, and strengthen their practice as coaching professionals. "

"In times of globalization, global labor markets and increasingly diverse workforces, Global Leadership, Global Talent Management and integrated management systems belong to the most urgent issues and challenges for the next decade. Hence, it is not a surprise that Global Leadership and effective, integrated Global Talent Management have been identified as key success factors for global organizations. Global organizations see the world as one market for gaining the best global leadership talents. To recruit and retain the best global leaders and leadership talents worldwide, organizations must have effective (global) talent management procedures that are mutually supportive, internally consistent and correlate positively with economic success. This book illustrates integrated practices and success factors of effective Global Leadership Talent Management procedures and shows how to balance the opposing forces of global harmonization and local responsiveness. It describes how global organizations can develop an integrative conceptual framework for the (global) talent management process that sees this as an ongoing acquisition process. Acquisition connotes partnership between talent and company. Like customers, the company proactively identifies candidates for global leadership positions worldwide, attracts them and tries to hire them and win their loyalty. The onus is not solely on the applicant to impress the company. The employer also has to appear attractive to potentially interested parties and maintain that state throughout the employment experience. Globally integrated, high-quality Global Leadership Talent Management creates a long term win-win situation by gaining, retaining and providing service to global candidates and talents and by supporting the sustainable success of global organizations."