Sunday, January 31, 2010

Managing Performance Through Training & Development (Hardcover)

The science and practice of training and development is continually advancing. This 5th edition of Managing Performance Through Training and Development reflects many of these advances, such as the increasing use of technology, blended approaches to training delivery, training-on-demand and just-in-time learning, new models of training evaluation, and techniques to improve transfer of training. This text maintains a perfect balance between theory and research and practice and application, while providing relevant examples (many of them Canadian), to illustrate the texts concepts and principles.

Saturday, January 30, 2010

Strategic Compensation in Canada (Paperback)

Strategic Compensation in Canada, Fourth Edition by Richard Long is part of the market-leading Nelson Human Resource Management Series. This text provides a systematic framework for identifying and designing the compensation system that will add the most value to an organization. This text balances and integrates the strategic, behavioural and technical principles with content that is based on a foundation of scientific research, relevant theories and verified by actual organizational experiences. Student’s learning can be further enhanced by the accompanying Strategic Compensation: A Simulation 4th edition, which provides students with the opportunity to design an entire compensation system, right from strategy formulation to implementation of the new pay structure, complete with market-based actual dollars attached to the pay ranges. This simulation has been specifically designed by its authors (Richard Long and Henry Ravichaner) to utilize all the steps along the road map to effective compensation, as described in the Strategic Compensation in Canada text.

Friday, January 29, 2010

The HR Scorecard: Linking People, Strategy, and Performance (Hardcover)

Introduces a new way of measuring and thinking about the contributions of individuals to business success.
Makes the case that the role of Human Resources is increasingly important, as company assets become more intangible and reliant on intellectual capital.
Provides a framework that focuses on identifying where Human Resources issues are performance drivers--or impediments--to strategy implementation.
Develops a measurement system that provides valid, reliable indicators of Human Resources' contribution to the success of strategy implementation, and ultimately to firm performance.
Includes recommendations supported by clear and persuasive examples, as well as the authors' unique survey of 2,800 firms.