Product Description
This qualitative case study of an American manufacturing organization describes the barriers which limited its ability to receive maximum return on its investment for training and development resources invested in their human assets. Changing global economics have forced organizations to the realization that their competitive advantage lies in developing and tapping into their human assets or human capital. Professionals, managers, human resource development specialists, and academicians alike have developed theories supporting the systematic development of human assets to improve performance and achieve organizational business goals. This book examines how one organization, typically described as a High Performance Organization, attempted to put theory into application. Specifically, the book examines the concepts of needs assessment, systems theory, organization development, human capital theory, and performance improvement.
The results find a systemic failure in human asset development initiatives rooted in the failure to view the organization as a whole, systematically assess performance, and involve the entire organization in designing and implementing a holistic approach to improving performance and developing the organizations human assets. Specifically, inefficient organizational structure and lack of clearly defined business goals were significant barriers to the systematic development of their human assets.

Developing Human Capital in American Manufacturing: A Case Study of Barriers to Training and Development

Product Description
Research undertaken by a leading recruitment consultancy has shown that four new human capital “needs” are rapidly emerging. Companies now need: Corporate integrationists. Senior level people developers. Multi-tasking GMs. Logistics’ gurus. All these jobs have become super-critical to the success of business in Europe and the U.S.. Having acquired, merged and formed alliances, firms must now integrate what they own into a coherent whole (there is strong evidence that little has been done in pulling together disparate parts of businesses by organizations who have been on the acquisition trail).

These four job areas above are all required to achieve real integration and a real sharing of ideas, distribution systems, products and services into the business, to milk the value of the acquisition process. All these types of people are in short supply. Having identified these new corporate needs the report then looks at how to recruit, reward and retain the people to meet them. The report closes with projections for long-term executive needs.

Creating Dynamic Organizations: Human Capital Issues & Options For Tomorrow’s Business

Product Description
Viewing poverty as a condition that is fed and renewed on a daily basis by social and economic structures, this book focuses on the ways in which poor residents can be helped to improve their own situations, their living conditions, and the central city itself. Also includes four maps.

Human Capital Investment for Central City Revitalization

Product Description
This handbook is designed to help in the development and implementation of practical human resource systems that have a proven record for increasing individual and firm-wide effectiveness. This clearly written and concise resource highlights procedures and programs that will help a firm, corporate law department, or government legal staff hire, develop, and manage the performance of employees to enhance organizational productivity and profitability. The book also includes guidelines, instructions, and examples for auditing the firms human capital management systems, diagnosing firm effectiveness, boosting quality of client service, improving employee engagement, building more effective teams, and developing better leaders at all levels.

The Management of Human Capital: Essential Practices for Law Offices, 2008-2009 ed.

Product Description
This econometric study covers the latent demand outlook for human capital management (HCM) software across the regions of Greater China, including provinces, autonomous regions (Guangxi, Nei Mongol, Ningxia, Xinjiang, Xizang – Tibet), municipalities (Beijing, Chongqing, Shanghai, and Tianjin), special administrative regions (Hong Kong and Macau), and Taiwan (all hereafter referred to as “regions”). Latent demand (in millions of U.S. dollars), or potential industry earnings (P.I.E.) estimates are given across some 1,100 cities in Greater China. For each major city in question, the percent share the city is of the region and of Greater China is reported. Each major city is defined as an area of “economic population”, as opposed to the demographic population within a legal geographic boundary. For many cities, the economic population is much larger that the population within the city limits; this is especially true for the cities of the Western regions. For the coastal regions, cities which are close to other major cities or which represent, by themselves, a high percent of the regional population, actual city-level population is closer to the economic population (e.g. in Beijing). Based on this “economic” definition of population, comparative benchmarks allow the reader to quickly gauge a city’s marketing and distribution value vis-a-vis others. This report does not discuss the specific players in the market serving the latent demand, nor specific details at the product level. The study also does not consider short-term cyclicalities that might affect realized sales. The study, therefore, is strategic in nature, taking an aggregate and long-run view, irrespective of the players or products involved.

The 2010-2015 Outlook for Human Capital Management Software in Greater China