Human-capital

This book is right-on. It is not training, it's performance improvement. , B & A align how the indiviudal must also contribute if the organization is going to grow.

For those familair with Robinsen's Performance Consulting, HIL will fill in the rest of the puzzle.

Recipient of the Nobel Prize in Economic Science, Becker has pioneered the aplication of economic analysis to human behavior in such areas as dicrimination, married, family, etc. This book is a classic study of the consequences of investing in a person's knowledge and skills. According to his theory, investing in an individual's education and training is similar to business investments in equipment.

One of the principal book about Human Capital Theory.

In The Human Value of Enterprise, Andrew Mayo proposes a quantitative methodology that attempts to bring the rigors of financial accounting to human resources management. Mayo sets forth a series of formulas designed to reveal how much each individual is contributing to the overall value that any company creates for its stakeholders. Of course, these formulas are limited by the subjective process through which managers assign values to the activities and results of their employees. That said, the procedures that Mayo outlines can be used as the foundation for a fairly rigorous system of human resource cost accounting that we from getAbstract recommend to all professionals in the field.

Sam McClelland passed away as this, his first textbook,was being readied for publication. It is lamentably his highest contribution to his field, but not by design. His friends all miss him very much, and we know his colleagues lament the loss of his clear intelligence.

I'm currently a student at UCSD working towards his Economics degree. There are a ton of boring Econ classes at our school but I must say that this class, Human Resources, was very interesting, thanks to this book (and our dear professor Julian Betts)!

This book covers some interesting topics. They include:

1) Whether a firm should pay it's workers a commission or piece rates.
2) Whether a firm should screen it's job applicants and when would it be best to do so.
3) How to deal with turnover rates to maximize firm profits.

I'm sure there are many books that cover these topics but this book makes reading so effortless and fun because the author explains these concepts so clearly! I highly recommend this book!!!

"I wish someone had given me this book when I first began managing other people. I wish someone had given this book to all my past bosses while they were managing me." Dana Voien, Vice President, Baxter Japa

If you are a student in search for new ideas in the field of Strategy, I recommend to buy this book. If you're a manager or a consultant, do not waste more time! Mr.Foss, with his books and business papers, will help you to improve your skills in this subject.

After reading that book,I said wow.Strong,clear and open minded!Everybody speaking about strategic HRM but neither one able to explain what it is.Well Boxall in my opinione found the right approach to the problem,exiting from the best practices' jungle.A whole book full of strategic insights about HRM,dealing with the main aspects of emploiment relationships.People from one side, the organization on the other an the HR function trying to find out the way to keep them togheter toward the strategic objectives:that's the main theme of the book that passing through a lot of interesting problems opens a lot of door and questions on the field of HR,but really never closing any solution or excluding you to reflect about the matter. I should define it exciting.
Really good value.

With the increasing shortage of qualified skilled labor, concern for human capital has grown. Major consulting firms have established whole departments around the concept, much has been written, and there's even a magazine called "Human Capital."

We used to talk about "personnel," then the term shifted to "human resources." The same thing, but different words? No. The human resources concept is more broad, more comprehensive, and hopefully more strategic. So what's the difference with this newer term of "human capital?" This concept emphasizes measurement---measuring the value of people to their employing organization. The human capital value doesn't show up on the balance sheet, at least not yet, like other forms of capital. Investors, however, are paying more attention to concerns like staffing levels, worker competency, employee performance, and workforce stability.

Interestingly, while chief human resource officers typically have strong relationships with their chief executive officers, their least effective relationships are with chief financial officers. These results from a recent survey of senior HR executives was quite revealing, demonstrating that human capital valuation has not yet reached all those who should be concerned about it. This book will help. It's written for people who have responsibility for generating revenue, increasing profitability, or enhancing productivity.

The author, a nationally-known consultant and speaker in the field of strategic growth and leadership development, marries the two concepts well in these pages. She starts with The Strategic Importance of Human Capital with three chapters that do a fine job of positioning, education, and stimulating thought. Each chapter is recapped with a summary of key ideas and thinking points. Just flipping to the of each chapter and reading these pages will give you your money's worth from this volume. These chapters cover the broad spectrum of relevant trends and issue to give readers insight into the "why" as well as the "what."

Part Two, Measuring Human Capital, provides an in-depth survey of the measurements being used to value employees today, as well as the organizations that are engaged in this work. In spite of a brief section on moving from theory to practice on page 81, the author does not present any specific recommendations about which process should be used.

Part Three shifts to How to Develop Human Potential in the Firm. The more modern concepts are presented here: attracting talent, developing employees, virtual capital, building leadership, and looking at human capital as an investment in the organization. As an appendix, Aldisert offers her Valuing People AuditSM. It's a check-off list with a 5-point Likert scale exploring how much attention is given to issues that affect the people side of the business. Thus, the book explores well the concept of valuing human capital, but does not definitively provide a step-by-step specific method. There isn't a standard yet, but this book builds the understanding that could provide a platform for such development. First, corporate executives need to understand the concept of valuing their employees as human capital. This book will certainly help.

Good notes section and strong index.

A distinguished group of academics and practitioners revisits Blair's earlier book Ownership and Control: Rethinking Corporate Governance for the Twenty-First Century. In less than 90 pages, the participants review some of the most significant arguments in the field concerning Blair's contention that employees are legitimate stakeholders in corporations and that like shareholders, they too have firm-specific investments at risk, in the form of human capital. Blair looks at the current system and asks whether the allocation of risks and rewards is inevitable or should labor also be considered a residual claimant. The group seems to come close to consensus that firms should greatly expand their use of equity-based compensation systems in exchange for salary reductions. Blair suggests the use of restricted stock which can encourage commitment to the firm by requiring they continue their employment in order to reap the full benefits. In fact, many are already doing so, especially, as pointed out by Ronald Gilson, in high-technology industries. Some pension funds have recognized this in their proxy voting guidelines (see, for example TIAA-CREF which has different stock dilution guidelines for high-technology industries). An encouraging note comes from Jonathan Low, Deputy Assistant Secretary for Work and Technology Policy at the U.S. Department of Labor who indicates that five different groups have approached the Department that are looking to set up screens or create funds based on workplace practices and investments in human capital. Low also cites a study by Wayne Cascio, of the University of Colorado, on the effects of massive downsizing. Three years after downsizing, sample companies had subsequent earnings increases of 183%, whereas comparison firms in the same industries that did not downsize had earnings increases of 422%. Cumulative stock returns over three years were 4.7% vs 34.3%. He concludes that pension fund managers "would be justified in encouraging a second look at such tactics."