Paul Aldrich, Andrew Pullman
Building an Outstanding Workforce
Developing People to Drive Individual and Organizational Success
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Paul Aldrich, Andrew Pullman
Building an Outstanding Workforce
Developing People to Drive Individual and Organizational Success
- Broschiertes Buch
Develop strategic people leadership and management in your organization to build a motivated, high performing and productive workforce to deliver both individual and organisational success.
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Develop strategic people leadership and management in your organization to build a motivated, high performing and productive workforce to deliver both individual and organisational success.
Produktdetails
- Produktdetails
- Verlag: Kogan Page Ltd
- Artikelnr. des Verlages: 11024
- Seitenzahl: 512
- Erscheinungstermin: 3. Oktober 2019
- Englisch
- Abmessung: 233mm x 156mm x 32mm
- Gewicht: 800g
- ISBN-13: 9780749497323
- ISBN-10: 0749497327
- Artikelnr.: 55727534
- Verlag: Kogan Page Ltd
- Artikelnr. des Verlages: 11024
- Seitenzahl: 512
- Erscheinungstermin: 3. Oktober 2019
- Englisch
- Abmessung: 233mm x 156mm x 32mm
- Gewicht: 800g
- ISBN-13: 9780749497323
- ISBN-10: 0749497327
- Artikelnr.: 55727534
Dr Paul Aldrich is Global Head of People and Performance for Pemberton Asset Management with over 25 years' experience of talent management. He is a Visiting Fellow at Durham University Business School, Senior Lecturer in business and human resource management at the University of Roehampton and a Chartered Fellow of the CIPD. Andrew Pullman is a people management professional with 30 years' experience in HR at firms including JP Morgan, Deutsche Bank and Dresdner Kleinwort. He founded People Risk Solutions to provide people management advice and a technology-based people compliance firm, PeopleClear. He is a Chartered Fellow of the CIPD and a lecturer at Cass Business School.
Chapter
00: Introduction; Section
ONE: People; Chapter
01: Evolutionary psychology and neuroscience; Chapter
02: Personality psychology and intelligence; Chapter
03: Bias, stereotypes, group culture and decision making; Chapter
04: Motivation; Chapter
05: Leadership; Section
TWO: Environment; Chapter
06: Organizations; Chapter
07: Technology and the future of work; Chapter
08: Demographics; Chapter
09: Culture; Chapter
10: Social responsibility; Section
THREE: Workforce planning; Chapter
11: Planning and people risk; Chapter
12: Human capital metrics and reporting; Chapter
13: People analytics; Chapter
14: Employee engagement and employee experience; Chapter
15: Wellbeing; Chapter
16: The future of people development; Section
FOUR: The future of professional people management; Chapter
17: People functions; Chapter
18: Professional people management; Chapter
19: People
Creating an Outstanding Workforce
00: Introduction; Section
ONE: People; Chapter
01: Evolutionary psychology and neuroscience; Chapter
02: Personality psychology and intelligence; Chapter
03: Bias, stereotypes, group culture and decision making; Chapter
04: Motivation; Chapter
05: Leadership; Section
TWO: Environment; Chapter
06: Organizations; Chapter
07: Technology and the future of work; Chapter
08: Demographics; Chapter
09: Culture; Chapter
10: Social responsibility; Section
THREE: Workforce planning; Chapter
11: Planning and people risk; Chapter
12: Human capital metrics and reporting; Chapter
13: People analytics; Chapter
14: Employee engagement and employee experience; Chapter
15: Wellbeing; Chapter
16: The future of people development; Section
FOUR: The future of professional people management; Chapter
17: People functions; Chapter
18: Professional people management; Chapter
19: People
Creating an Outstanding Workforce
Chapter
00: Introduction; Section
ONE: People; Chapter
01: Evolutionary psychology and neuroscience; Chapter
02: Personality psychology and intelligence; Chapter
03: Bias, stereotypes, group culture and decision making; Chapter
04: Motivation; Chapter
05: Leadership; Section
TWO: Environment; Chapter
06: Organizations; Chapter
07: Technology and the future of work; Chapter
08: Demographics; Chapter
09: Culture; Chapter
10: Social responsibility; Section
THREE: Workforce planning; Chapter
11: Planning and people risk; Chapter
12: Human capital metrics and reporting; Chapter
13: People analytics; Chapter
14: Employee engagement and employee experience; Chapter
15: Wellbeing; Chapter
16: The future of people development; Section
FOUR: The future of professional people management; Chapter
17: People functions; Chapter
18: Professional people management; Chapter
19: People
Creating an Outstanding Workforce
00: Introduction; Section
ONE: People; Chapter
01: Evolutionary psychology and neuroscience; Chapter
02: Personality psychology and intelligence; Chapter
03: Bias, stereotypes, group culture and decision making; Chapter
04: Motivation; Chapter
05: Leadership; Section
TWO: Environment; Chapter
06: Organizations; Chapter
07: Technology and the future of work; Chapter
08: Demographics; Chapter
09: Culture; Chapter
10: Social responsibility; Section
THREE: Workforce planning; Chapter
11: Planning and people risk; Chapter
12: Human capital metrics and reporting; Chapter
13: People analytics; Chapter
14: Employee engagement and employee experience; Chapter
15: Wellbeing; Chapter
16: The future of people development; Section
FOUR: The future of professional people management; Chapter
17: People functions; Chapter
18: Professional people management; Chapter
19: People
Creating an Outstanding Workforce