Personnel Administration: An Experimental/Skill-Building Approach

Business & Money

Beatty, Richard W.

Management & Leadership

Addison-Wesley

Implementor's manual for personnel administration: An experiential/skill-building approach

Addison-Wesley Pub., Co

Implementor's manual for personnel administration an experiential/skill-building approach

Basic FORTRAN IV with Watfor and Watfiv: Self-Instructional Manual and Text

Bauer, Charles R.

Addison-Wesley Publishing Company

This provides a review of the research findings, methodologies and objectives of performance appraisal. It discusses not only what we know about performance appraisal, but also teaches the skills in designing and applying performance appraisal systems.

Performance Appraisal: Assessing Human Behavior at Work (Kent Human Resource Management Series)

Bernardin,H. John

Kent Pub. Co.

Explores the history of the useful metal copper and explains its chemistry, its uses, and its importance in our lives.

Copper (Elements)

Children's Books

Science, Nature & How It Works

Cavendish Square Publishing

The Elements: Manganese

Do you think of your company's talent as an investment to be managed like a portfolio? You should, according to authors Becker, Huselid, and Beatty, if you're interested in strategy execution. Many companies fall into the trap of spending too much time and money on low performers, while high performers aren't getting the necessary resources, development opportunities, or rewards. In The Differentiated Workforce, the authors expand on their previous books, The HR Scorecard and The Workforce Scorecard, and recommend that you manage your workforce like a portfolio - with disproportionate investments in the jobs that create the most wealth. You'll learn to: Rise above talent management "best practice" and instead create a differentiated workforce that can't be easily copied by competitors Differentiate those capabilities in your company that are truly strategic Identify your wealth-creating "A" positions Create a new relationship between HR and line managers, and articulate the role each plays in a differentiated workforce strategy Develop the right measures for your organization Based on two decades of academic research and experience working with hundreds of executives, The Differentiated Workforce gives you the tools to translate your talent into strategic impact.

The Differentiated Workforce: Transforming Talent into Strategic Impact

Huselid, Mark A.

Becker, Brian E.

Harvard Business Press

In a marketplace fueled by intangible assets, anything less than optimal workforce success can threaten a firm's survival. Yet, in most organizations, employee performance is both poorly managed and underutilized. The Workforce Scorecard argues that current management and human resources practices hinder employees' ability to contribute to strategic goals. To maximize the power of their workforce, organizations must meet three challenges: view their workforce in terms of contribution rather than cost; replace benchmarking metrics with measures that differentiate levels of strategic impact; and make line managers and HR professionals jointly responsible for executing workforce initiatives. Building on the proven model outlined in their best-selling book The HR Scorecard, Mark Huselid, Brian Becker, and co-author Richard Beatty show how to create a Workforce Scorecard that identifies and measures the behaviors, competencies, mind-set, and culture required for workforce success and reveals how each dimension impacts the bottom line. Practical and timely, The Workforce Scorecard offers crucial lessons for leveraging human capital to achieve strategic success.

The Workforce Scorecard: Managing Human Capital To Execute Strategy

Business Culture

Harvard Business Review Press

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Books by Beatty, Richard W.